From cae16340f618a157ab5579a43d1d821886e36e21 Mon Sep 17 00:00:00 2001 From: Ana Jimenez Santamaria Date: Mon, 24 Jun 2024 18:26:11 +0200 Subject: [PATCH 01/14] [WIP] Final Review for chapter 2 & 3 MIME-Version: 1.0 Content-Type: text/plain; charset=UTF-8 Content-Transfer-Encoding: 8bit _This PR is still a work in progress and not ready for review. Please wait 1-3 more days. Thank you!_ Adding the changes that came from the final review during Chapter 2 & 3 meeting. During the call and the next two weeks, the changes were included using this [this doc]https://docs.google.com/document/d/1XrOGcbIeqx0T0-05PIBqPDhz9yMZgRd3b3yBJFy5jAE/edit?usp=sharing Contributors in this PR: - Alice Sowerby - Zhiqian Yu - Jari Koivisto - Cornelius Schumacher - Ana Jiménez These people are already acknowledged in the OSPO Book contributors section. Nice work and thank you! Signed-off-by: Ana Jimenez Santamaria --- ospo-book/content/en/02-chapter.md | 6 +++--- 1 file changed, 3 insertions(+), 3 deletions(-) diff --git a/ospo-book/content/en/02-chapter.md b/ospo-book/content/en/02-chapter.md index 3a9a4cbf..3e6f2d70 100644 --- a/ospo-book/content/en/02-chapter.md +++ b/ospo-book/content/en/02-chapter.md @@ -1,5 +1,5 @@ --- -title: "The Value of Open Source Program Offices" +title: "2 - The Value of Open Source Program Offices" status: Completed weight: 40 --- @@ -14,9 +14,9 @@ weight: 40 ## Open Source is all about Integration -Organizations of various types—including end-user companies, software vendors, universities, and public administrations—maintain a relationship with open source. To responsibly manage not only software but also hardware, content, and other aspects of technology, organizations must engage with open source. This involves finding ways to integrate such culture and operations into their IT strategy and technology and AI stacks. Establishing an organizational structure is a crucial first step to solidify commitment. This is where an Open Source Program Office (OSPO) becomes key. It serves as a means for organizations to support their objectives and address challenges related to open source. +Organizations of various types – including end-user companies, software vendors, universities, and public administrations – maintain a relationship with open source. To responsibly manage software and hardware, content, and other aspects of technology, organizations must engage with open source. This involves finding ways to integrate such culture and operations into their IT strategy and technology and AI stacks. Establishing an organizational structure is a crucial first step to solidify commitment. This is where an Open Source Program Office (OSPO) becomes important. It helps organizations to achieve their objectives and overcome challenges related to open source. -> 💡 OSPOs are all about Integration, not Isolation +> 💡 OSPOs put the focus on _integration_, not _isolation_ ### Supply Chain and Open Source From c5c8a2b175db1b900e679e1aa4b9993108b51f55 Mon Sep 17 00:00:00 2001 From: Ana Jimenez Santamaria Date: Mon, 24 Jun 2024 18:32:12 +0200 Subject: [PATCH 02/14] Update 02-chapter.md Signed-off-by: Ana Jimenez Santamaria --- ospo-book/content/en/02-chapter.md | 6 ++++-- 1 file changed, 4 insertions(+), 2 deletions(-) diff --git a/ospo-book/content/en/02-chapter.md b/ospo-book/content/en/02-chapter.md index 3e6f2d70..0a4bbd77 100644 --- a/ospo-book/content/en/02-chapter.md +++ b/ospo-book/content/en/02-chapter.md @@ -20,9 +20,11 @@ Organizations of various types – including end-user companies, software vendor ### Supply Chain and Open Source -Sometimes, organizational stakeholders may assume that they do not use open source projects because their end product is proprietary. However, a closer examination of the [entire software supply chain](https://opensource.com/article/16/12/open-source-software-supply-chain) often reveals that such proprietary software contains open source dependencies or other artifacts that form the baseline. If the contributors working on those open source projects were to leave, the project could become obsolete or a target for security vulnerabilities. This, in turn, would affect the proprietary software the organization uses or sells, directly impacting its reputation, performance, or revenue +Sometimes, organizational stakeholders may assume that their product isn't using any open source projects because their end product is proprietary. However, when you look at the [entire software supply chain](https://opensource.com/article/16/12/open-source-software-supply-chain) you can see that your proprietary software contains open source dependencies or artifacts. If the contributors working on those open source projects were to leave, the project could become obsolete or a target for security vulnerabilities. This, affect the proprietary software the organization uses or sells, directly impacting its reputation, performance, or revenue. -Below are common situations where an organization, aiming to manage open source for integration into its digital/IT strategy and technology infrastructure, may encounter issues. If ignored or neglected, these issues can lead to mid-term and long-term innovation bottlenecks and security vulnerabilities. +#### Common challenges when managing open source integration + +Organizations may encounter issues when managing open source components that are integrated into their technology infrastructure. If these issues are ignored or neglected, they can lead to mid-term and long-term innovation bottlenecks and security vulnerabilities. It’s important to understand the unique factors that make open source different. - **Vulnerability Management:** keeping track of the open source usage (software, hardware, etc) by the organization and performing risk assessments on the identified projects. By identifying key projects within the organization, they can prioritize securing them by tracking common vulnerabilities and exposures. From 978e04f14f4dc3b9c4752dcbe506f0550e9d4486 Mon Sep 17 00:00:00 2001 From: Ana Jimenez Santamaria Date: Tue, 25 Jun 2024 14:23:24 +0200 Subject: [PATCH 03/14] Update 02-chapter.md Signed-off-by: Ana Jimenez Santamaria --- ospo-book/content/en/02-chapter.md | 14 +++++++------- 1 file changed, 7 insertions(+), 7 deletions(-) diff --git a/ospo-book/content/en/02-chapter.md b/ospo-book/content/en/02-chapter.md index 0a4bbd77..0f1968a1 100644 --- a/ospo-book/content/en/02-chapter.md +++ b/ospo-book/content/en/02-chapter.md @@ -26,20 +26,20 @@ Sometimes, organizational stakeholders may assume that their product isn't using Organizations may encounter issues when managing open source components that are integrated into their technology infrastructure. If these issues are ignored or neglected, they can lead to mid-term and long-term innovation bottlenecks and security vulnerabilities. It’s important to understand the unique factors that make open source different. -- **Vulnerability Management:** keeping track of the open source usage (software, hardware, etc) by the organization and performing risk assessments on the identified projects. By identifying key projects within the organization, they can prioritize securing them by tracking common vulnerabilities and exposures. +- **Vulnerability management can be hard:** Open source projects can be a source of security vulnerabilities in a product that depends upon them. It can be hard to keep track of how open source projects are being used by your organization to perform risk assessments on the identified projects. When you identify key projects within the organization, you can prioritize securing them by tracking common vulnerabilities and exposures. Often, the Enterprise Architecture team are the ones tracking the open source components of applications and technologies, and OSPOs are there to give subject matter expertise. -- **Complexity of the open source supply chain:** Its widespread distribution, collaborative efforts that are often decentralized, and the anonymity of its contributors make it challenging for organizations to accurately assess risks and comprehend the security and quality standards of the software, hardware, data, etc. +- **It can take a lot of work to understand the complexity of the open source supply chain:** The open source landscape is large and decentralized, and it can be hard to identify who the contributors to individual projects are. These factors can make it challenging for organizations to accurately assess risks and to comprehend the security and quality standards of the software, hardware, data, etc. -- **Tension between the need to ship product features and the need to contribute back to open source:** Open source contributions may take a back seat when dealing with multiple day-to-day tasks. +- **There can be a tension between the need to ship product features and the need to contribute back to open source:** Commercial organizations that are using open source are often keen to contribute back to the projects they use. However, the pressure to ship features in their own products mean that open source contributions may take a back seat when things get busy. -- **Collaboration with the community and industry:** Having the organization provide resources whether that's coding, expertise, or money donations as incentives for fixing common vulnerabilities and exposures that can occur in the projects the organization relies on ([see Log4Shell real vulnerability example](https://en.wikipedia.org/wiki/Log4Shell)) in a timely fashion, as well as collaborations with industry working groups foster cooperative efforts to address security concerns holistically. +- **It takes time and planning to collaborate effectively with the community and industry:** Your organization could be in a good position to provide resources to open source projects. That could be through coding, expertise, or money donations as incentives for fixing common vulnerabilities ([see Log4Shell real vulnerability example](https://en.wikipedia.org/wiki/Log4Shell)). It could also be productive to collaborate with industry working groups to address security concerns holistically. Making a plan that aligns with your organization strategy and provides value to the open source projects is a good way to be a helpful community member. -- **Procurement processes with never-ending steps:** Open source is a dynamic ecosystem whose contributions should occur as smoothly and naturally as possible. The long procurement processes faced in highly regulated environments, such as finance companies and governments, create a barrier to open source contribution and engagement. +- **Your organization’s procurement may never be fully met when you adopt open source components:** Open source is a dynamic ecosystem whose contributions should occur as smoothly and naturally as possible. The long procurement processes faced in highly regulated environments, such as finance companies and governments, create a barrier to open source contribution and engagement. -- **Lack of consciousness about organizational responsibility:** Due to the way open source was taught in the past, engineering-based tools, or even the engineering jargon used, the concept of open source may not be taken seriously in other areas of the organization involved in decision-making processes, management, or policy making. +- **Your colleagues may lack understanding of open source::** The concept of open source may not be taken seriously in other areas of the organization involved in decision-making processes, management, or policy making. This will require constant education and demonstration of the risks and value of open source in the organization. -To fully overcome these and other challenges, organizations must be equipped to manage open source operations on both cultural and practical levels. The *how* of accomplishing this is often through the OSPO, as it fosters committed, cross-functional collaboration within the organization to address open source issues encountered by various teams or departments. +To fully overcome these challenges, organizations must invest in properly managing open source operations on both cultural and practical levels. The *how* of accomplishing this is often through the OSPO, as it fosters committed, cross-functional collaboration within the organization to address open source issues encountered by various teams or departments. > 💡 OSPOs foster cross-functional collaboration From 7b24f28958db09cf476440b80c4fa5eb0ae5dee6 Mon Sep 17 00:00:00 2001 From: Ana Jimenez Santamaria Date: Tue, 25 Jun 2024 14:33:06 +0200 Subject: [PATCH 04/14] Update 02-chapter.md Signed-off-by: Ana Jimenez Santamaria --- ospo-book/content/en/02-chapter.md | 41 +++++++++++++++++------------- 1 file changed, 24 insertions(+), 17 deletions(-) diff --git a/ospo-book/content/en/02-chapter.md b/ospo-book/content/en/02-chapter.md index 0f1968a1..96e4db76 100644 --- a/ospo-book/content/en/02-chapter.md +++ b/ospo-book/content/en/02-chapter.md @@ -45,29 +45,31 @@ To fully overcome these challenges, organizations must invest in properly managi But how exactly can an OSPO enable cross-functional collaboration? Why and how does this cross-functional collaboration aid in achieving the organization's goals? Additionally, why is this cross-functional collaboration essential for the creation and long-term sustainability of an OSPO within the organization? -### The value of an OSPO +### OSPO value perception -To understand the value of an [OSPO](https://ospoglossary.todogroup.org/ospo-definition/), it is important for the reader to understand the reasons for (1) Establishing an OSPO and (2) Sustaining it over the long term. +In both sections, the emphasis is on the different responsibilities of an OSPO to help manage open source as an ongoing activity and be well integrated into all organization's units. More and more organizations are integrating open source into their regular structures and functions and there is an open question related to whether the OSPO would become an intermediate step to achieve this. -In this book, the section on _starting an OSPO_ is aimed at organizations that are taking their first steps toward creating an OSPO. This means that even if they already have personnel dedicated to dealing with open source tasks from time to time, they still lack a structured and specialized unit (or units) within their organization. On the other hand, the section on _sustaining an open source through an OSPO_ is more relevant to individuals in organizations that have already established specialized units, covering aspects such as strategy, compliance, community involvement, and governance +The answer depends on how you view the OSPO. Beyond the multiple structures the term "OSPO" can imply, it is fundamentally about its people. If we consider the OSPO as a group of open source subject matter experts providing support, knowledge, and management for this integration, this talent must be not only maintained but also reinforced and effectively financed for the future, as more open source integration is inevitable. -> In both sections, the emphasis is on the different responsibilities of an OSPO to help manage open source as an ongoing activity and be well integrated into all organization's units. This responsibility may evolve and become more complex over time, but it is definitely not a temporary task with a predetermined completion point. +In an ideal scenario, open source knowledge, technical expertise, and culture should be integrated as any other employee skill. However, the reality is that this is far from true. Currently, it is challenging to find open source experts who can effectively bridge the gap between open source communities and specific work units (e.g., security, legal, business). + +What might change in the coming years is the centralized view of the OSPO. This traditional perception may diminish, leading to more decentralized structures across teams and business units. ![ospowork](https://user-images.githubusercontent.com/43671777/232471414-8ea7c899-a13c-47de-bafe-836830525d02.png) -_[Source:OSPOs, key lever for open source sustainability](https://speakerdeck.com/anajsana/ospos-a-key-lever-for-open-source-sustainability)_ +_[Source: OSPOs, key lever for open source sustainability](https://speakerdeck.com/anajsana/ospos-a-key-lever-for-open-source-sustainability)_ ### The reasons behind starting an OSPO -Integrating open source into an organization's infrastructure and operations is a vast field that encompasses various angles and objectives. The [business value of the OSPO report](https://www.linuxfoundation.org/research/business-value-of-ospo) explains some of the reasons shared by Open Source leaders across different industries and organization sizes. +Integrating open source into an organization's infrastructure and operations is a vast field that encompasses various angles and objectives. The [business value of the OSPO report](https://www.linuxfoundation.org/research/business-value-of-ospo) explains some of the reasons shared by open source leaders across different industries and organization sizes. - Building standardized processes around open source -- Learn how to approach the open source community -- Embracing the Sustainability of Open Source Projects -- Managing Compliance +- Learning how to approach the open source community +- Embracing the Sustainability of open source Projects +- Managing compliance - Expanding access to open knowledge - Improving development velocity -- Mitigating Security Risks +- Mitigating security risks ### The reasons behind sustaining open source operations through an OSPO @@ -79,20 +81,21 @@ An OSPO needs to be an ongoing initiative within an organization in order to evo The different roles and pillars of support of an OSPO shared below can help readers understand why it should be viewed as a critical area to maintain and nurture within an organization, rather than just a pet project with an expiration date. -- **Acts as a Counselor:** Sometimes a strategic approach just means stepping back and taking the time to think through some of the hard questions about what type of engagement model is right for any particular project or how involved the organization should be in each project. There is also the question of when it makes sense to contribute to an existing project versus creating a new project. An OSPO that is having these strategy-level conversations will be able to provide guidelines to workers at the different teams so that workers do not have to consider the business implications of different open source engagement models every time they try to solve a problem +- **Acts as a Counselor:** Sometimes a strategic approach just means stepping back and taking the time to think through some of the hard questions about what type of engagement model is right for any particular project or how involved the organization should be in each project. There is also the question of when it makes sense to contribute to an existing project versus creating a new project. An OSPO that is having these strategy-level conversations will be able to provide guidelines to workers at the different teams so that workers do not have to consider the business implications of different open source engagement models every time they try to solve a problem. -- **Acts as a Facilitator:** The OSPO also plays a sort of translation role between - Organization’s teams and decision makers' interests regarding open source and the needs from the open source community. They also help organizations navigate the cultural, process, and tool changes required to engage with the open source community effectively and in a healthy way. +- **Acts as a Facilitator:** The OSPO also plays a sort of translation role between the organization’s teams and decision makers' interests regarding open source and the needs from the open source community. They also help organizations navigate the cultural, process, and tool changes required to engage with the open source community effectively and in a healthy way. -- **Acts as an Advocate:** OSPOs can promote the use and/or contribution of open source and best practices across different organizational units. This can help organizations realize the benefits of open source as well as engaging people to contribute to open source projects or start new ones +- **Acts as an Advocate:** OSPOs can promote the use and/or contribution of open source and best practices across different organizational units. This can help organizations realize the benefits of open source as well as engaging people to contribute to open source projects or start new ones. - **Acts as an Environmentalist:** OSPOs can help organizations support and sustain open source projects in the long term by addressing issues such as security, maintenance, and project health. This can help ensure that open source projects remain healthy in the long term and continue to benefit the wider community. -- **Acts as a Gatekeeper:** OSPOs can help enforce OS policies and strengthen OS governance. This can help organizations to ensure compliance and mitigate OS security risks. +- **Acts as a Gatekeeper:** OSPOs can help enforce open source policies and strengthen open source governance. This can help organizations to ensure compliance and mitigate open source security risks. ![ospo-support](https://github.com/todogroup/ospology/assets/43671777/f96cd4a1-0315-4a0e-8de3-2da59378a57b) -### [Appendix A] A perspective of open source in public administrations +### Interlude + +#### A perspective of open source in public administrations We can see that [more public sector organizations are realising the value of an Open Source Programme Office](https://joinup.ec.europa.eu/collection/open-source-observatory-osor/news/growing-case-ospos-government) to not only achieve their digital policy goals to better serve their citizens but also to transform their organizations toward achieving these goals. Public sector organizations face unique challenges when it comes to managing their open source operations, including the need to comply with strict laws and regulations, and the requirement to provide transparent and accountable operations. An OSPO can help governments and public sector organizations to overcome these challenges. @@ -107,10 +110,14 @@ Public sector organizations face unique challenges when it comes to managing the The European Commission's Open Source Program Office (OSPO) has launched a new portal that serves as a wiki or knowledge archive, providing up-to-date information on advancements in OSPO-related topics for public administrators. This portal offers a variety of resources, including useful studies, presentations, use cases, guides, and more, to readers interested in learning more about OSPO-related topics. Check `📚 Continue Here` at the end of this chapter. -### [Appendix B] A broader view of open source +#### A broader view of open source By extending the concept of _open_ to encompass (for instance) open research, design, or access, we can identify additional benefits that these practices bring to organizations. This broader view of openness is gaining traction in academic and public sectors, where terms other than open source are sometimes used instead, such as [open technology](https://www.researchgate.net/publication/254920512_Open_Technology#pf7) or open work. However, since these terms are not as well-known among organizations, many of them still use open source as a term to indicate activities beyond software. +For an OSPO it can be a challenge where to put boundaries on what topics to cover and to focus on. While values and general procedures are similar for different topics put under the umbrella of open, other aspects can differ significantly, such as legal or technical questions. The OSPO should strike a balance here and be clear about what it has the resources and expertise to cover and what it has to delegate to other parts of the organization. It still will be a point of contact. + +For example, many people will not see a difference between open data and open source software and approach the OSPO for questions about open data. However, many organizations will have specific functions and roles for data governance the OSPO can then refer to. + ![opensourceswiss-knife](https://github.com/todogroup/ospology/assets/43671777/402151df-1c98-42e3-99cc-c1377ff8ca60) Source: Khalil Khalaf - The Pros and Cons of Open Source Software From fe750a5a7694df19605feb25a00e6071196e28c9 Mon Sep 17 00:00:00 2001 From: Ana Jimenez Santamaria Date: Tue, 25 Jun 2024 14:40:23 +0200 Subject: [PATCH 05/14] Update 02-chapter.md Signed-off-by: Ana Jimenez Santamaria --- ospo-book/content/en/02-chapter.md | 2 +- 1 file changed, 1 insertion(+), 1 deletion(-) diff --git a/ospo-book/content/en/02-chapter.md b/ospo-book/content/en/02-chapter.md index 96e4db76..e8a6d833 100644 --- a/ospo-book/content/en/02-chapter.md +++ b/ospo-book/content/en/02-chapter.md @@ -127,7 +127,7 @@ Source: Khalil Khalaf - The Pros and Cons of Open Source Software `✅ Assessment` -Organizations may underestimate how much they already depend on the usage (also called consumption) of open source. There are some studies which analyze usage of open source software in the industry. The [Synopsys Open Source Security and Risk Analysis Report 2022](https://www.synopsys.com/software-integrity/resources/analyst-reports/open-source-security-risk-analysis.html) for example finds that the average software project consists to 78% of open source software. +Organizations may underestimate how much they already depend on the usage (also called consumption) of open source. Several studies analyze the usage of open source software in the industry. For example, the [Synopsys Open Source Security and Risk Analysis Report 2024](https://www.synopsys.com/content/dam/synopsys/sig-assets/reports/rep-ossra-2024.pdf) finds that the average software project consists of 77% open source software. Additionally, a [Harvard Business School study](https://www.hbs.edu/ris/Publication%20Files/24-038_51f8444f-502c-4139-8bf2-56eb4b65c58a.pdf) estimates that the supply-side value of widely-used open source software is $4.15 billion, while the demand-side value is much larger at $8.8 trillion. Moreover, a [study by OpenForum Europe](https://openforumeurope.org/publications/study-about-the-impact-of-open-source-software-and-hardware-on-technological-independence-competitiveness-and-innovation-in-the-eu-economy/) estimates that open source software contributes between €65 to €95 billion to the European Union’s GDP and promises significant growth opportunities for the region’s digital economy. Assess this value for your own organization by taking steps such as: From 1564ece5b0f4c12bb47faa1f593fbf7d4976ca4d Mon Sep 17 00:00:00 2001 From: Ana Jimenez Santamaria Date: Tue, 25 Jun 2024 14:42:53 +0200 Subject: [PATCH 06/14] Update 02-chapter.md Signed-off-by: Ana Jimenez Santamaria --- ospo-book/content/en/02-chapter.md | 6 ++++-- 1 file changed, 4 insertions(+), 2 deletions(-) diff --git a/ospo-book/content/en/02-chapter.md b/ospo-book/content/en/02-chapter.md index e8a6d833..6f67b97e 100644 --- a/ospo-book/content/en/02-chapter.md +++ b/ospo-book/content/en/02-chapter.md @@ -144,11 +144,13 @@ This is an example of the activities an organization will perform at the consume `✅ Assessment` -Despite an organization might be aware of the general problems, responsibility and benefits that contributing to open source provides, identifying specific key motivators to move people to take action (create activity) and prioritize open source is a tough task. In this section, we will assess a 4-step process for communicating the value of contributing to open source and going beyond, which the OSPO can use when working with the different teams that engage with open source. (Source: [ospo-book mailing list discussion](https://lists.todogroup.org/g/WG-ospo-book-project/message/18)) +Although an organization might be aware of the general problems, responsibility and benefits that contributing to open source provides, identifying specific key motivators to move people to take action (create activity) and prioritize open source is a tough task. In this section, we will assess a 4-step process for communicating the value of contributing to open source and going beyond, which the OSPO can use when working with the different teams that engage with open source. (Source: [ospo-book mailing list discussion](https://lists.todogroup.org/g/WG-ospo-book-project/message/18)). + +It is important to be clear that the following steps are not mandatory, but a set of recommended guidelines that organizations can adapt to assess the value of open source contributions. ## Step one: Assess open source activity engagement -Get familiar with maturity models of open source adoption. These levels describe how open source is used in an increasingly effective fashion to drive value and address organization's needs. One of the distinguishing factors for the different maturity levels is how open source contribution and creation are handled in an organization. +Get familiar with maturity models of open source adoption. These levels describe how open source is used in an increasingly effective fashion to drive value and address the organization's needs. One of the distinguishing factors for the different maturity levels is how open source contribution and creation are handled in an organization. For instance, a typical maturity model of corporate open source adoption looks like this (see this example by [Dr. Ibrahim H](https://www.linuxfoundation.org/research/guide-to-enterprise-open-source)): From 9d738e00c8517c5fb6897e41cd3cd5fdcd51f7b7 Mon Sep 17 00:00:00 2001 From: Ana Jimenez Santamaria Date: Wed, 17 Jul 2024 10:22:10 -0400 Subject: [PATCH 07/14] Update 02-chapter.md Signed-off-by: Ana Jimenez Santamaria --- ospo-book/content/en/02-chapter.md | 32 ++++++++++++++++++------------ 1 file changed, 19 insertions(+), 13 deletions(-) diff --git a/ospo-book/content/en/02-chapter.md b/ospo-book/content/en/02-chapter.md index 6f67b97e..8701f756 100644 --- a/ospo-book/content/en/02-chapter.md +++ b/ospo-book/content/en/02-chapter.md @@ -59,21 +59,11 @@ What might change in the coming years is the centralized view of the OSPO. This _[Source: OSPOs, key lever for open source sustainability](https://speakerdeck.com/anajsana/ospos-a-key-lever-for-open-source-sustainability)_ -### The reasons behind starting an OSPO +### Reasons and Value of Investing in a Resilient OSPO -Integrating open source into an organization's infrastructure and operations is a vast field that encompasses various angles and objectives. The [business value of the OSPO report](https://www.linuxfoundation.org/research/business-value-of-ospo) explains some of the reasons shared by open source leaders across different industries and organization sizes. +In a world governed by software, open source objectives offer solutions to the mission-critical problems organizations wish to address, whether social-economic (governments, NGOs) or technological (companies). Integrating open source into an organization's infrastructure and operations encompasses various objectives, such as risk management, innovation, and the sustainability of the open source communities they rely on. To achieve effective integration, organizations need the right staff to operate and the necessary talent to manage such operations. This is where the mission of an OSPO (Open Source Program Office) comes into play. Go to “tips on how to get started with an OSPO” sub-section to see some practical advice on when starting to staff an OSPO. -- Building standardized processes around open source -- Learning how to approach the open source community -- Embracing the Sustainability of open source Projects -- Managing compliance -- Expanding access to open knowledge -- Improving development velocity -- Mitigating security risks - -### The reasons behind sustaining open source operations through an OSPO - -Stopping the work of an OSPO could have significant negative impacts on those organizations that use open source (directly or indirectly) at any level, including loss of open source expertise, increased security and legal risks, reduced community engagement, and damage to reputation. +On the other hand, stopping the work of an OSPO could have significant negative impacts on those organizations that use open source (directly or indirectly) at any level, including loss of open source expertise, increased security and legal risks, reduced community engagement, and damage to reputation. > 💡 _Open Source is a silent critical need_ @@ -93,6 +83,22 @@ The different roles and pillars of support of an OSPO shared below can help read ![ospo-support](https://github.com/todogroup/ospology/assets/43671777/f96cd4a1-0315-4a0e-8de3-2da59378a57b) + +#### Tips on how to get started with an OSPO + +The [business value of the OSPO report](https://www.linuxfoundation.org/research/business-value-of-ospo) explains some of the reasons shared by open source leaders across different industries and organization sizes. + +- Building standardized processes around open source +- Learning how to approach the open source community +- Embracing the Sustainability of open source Projects +- Managing compliance +- Expanding access to open knowledge +- Improving development velocity +- Mitigating security risks + + + + ### Interlude #### A perspective of open source in public administrations From e772fa3d4c9dd9af332740fd473276088e96b177 Mon Sep 17 00:00:00 2001 From: Ana Jimenez Santamaria Date: Wed, 17 Jul 2024 10:53:20 -0400 Subject: [PATCH 08/14] Update 02-chapter.md Signed-off-by: Ana Jimenez Santamaria --- ospo-book/content/en/02-chapter.md | 43 ++++++++++++++++-------------- 1 file changed, 23 insertions(+), 20 deletions(-) diff --git a/ospo-book/content/en/02-chapter.md b/ospo-book/content/en/02-chapter.md index 8701f756..f66274ac 100644 --- a/ospo-book/content/en/02-chapter.md +++ b/ospo-book/content/en/02-chapter.md @@ -129,7 +129,7 @@ Source: Khalil Khalaf - The Pros and Cons of Open Source Software > Note: You may have noticed that in this book, when referring to open source, we also include other kinds of open initiatives beyond software, such as hardware, data, etc. -## Assessing the value of open source usage (also called consumption) +## Assessing the value of open source usage `✅ Assessment` @@ -142,23 +142,22 @@ Assess this value for your own organization by taking steps such as: - Assess value by evaluating what costs would occur by using alternative proprietary solutions and components - Take factors such as speed of innovation or engineering agility into account -This is an example of the activities an organization will perform at the consumer stage in the open source maturity model. This naturally leads to the next step to the participant stage: - -![opensourceinvolvementmodel](https://user-images.githubusercontent.com/43671777/232468143-cde69525-7adb-4399-96d3-fa63f056b942.png) - -## Assessing value of open source contributions +## Communication with decision makers to share the value of open source contributions `✅ Assessment` -Although an organization might be aware of the general problems, responsibility and benefits that contributing to open source provides, identifying specific key motivators to move people to take action (create activity) and prioritize open source is a tough task. In this section, we will assess a 4-step process for communicating the value of contributing to open source and going beyond, which the OSPO can use when working with the different teams that engage with open source. (Source: [ospo-book mailing list discussion](https://lists.todogroup.org/g/WG-ospo-book-project/message/18)). +In this section, we will assess a 4-step process for communicating the value of contributing to open source and going beyond, which the OSPO can use when working with the different teams that engage with open source. (Source: [ospo-book mailing list discussion](https://lists.todogroup.org/g/WG-ospo-book-project/message/18)). It is important to be clear that the following steps are not mandatory, but a set of recommended guidelines that organizations can adapt to assess the value of open source contributions. -## Step one: Assess open source activity engagement +### How do you assess open source activity engagement? + +A good practice can be to make use of a maturity model to better map the different activities and present them to decision-makers. Thus, we recomend to get familiar with maturity models of open source adoption. These levels describe how open source is used in an increasingly effective fashion to drive value and address the organization's needs. One of the distinguishing factors for the different maturity levels is how open source contribution and creation are handled in an organization. -Get familiar with maturity models of open source adoption. These levels describe how open source is used in an increasingly effective fashion to drive value and address the organization's needs. One of the distinguishing factors for the different maturity levels is how open source contribution and creation are handled in an organization. +There is a wide variety of open source maturity models –for governments, NGOs, Enterprises– with versions and subversions. In this book, we briefly share two of the most common ones used for open source adoption: + +#### Maturity Model 1 - Open source enggement adoption by [Dr. Ibrahim H](https://www.linuxfoundation.org/research/guide-to-enterprise-open-source)): -For instance, a typical maturity model of corporate open source adoption looks like this (see this example by [Dr. Ibrahim H](https://www.linuxfoundation.org/research/guide-to-enterprise-open-source)): * Denial - No or unconscious use of open source * Consumption / Usage - Passive use of open source software @@ -168,7 +167,11 @@ For instance, a typical maturity model of corporate open source adoption looks l ![opensourceinvolvementmodel](https://user-images.githubusercontent.com/43671777/232468143-cde69525-7adb-4399-96d3-fa63f056b942.png) -## Step two: Identify and categorize the benefits of open source activities for your organization +#### Maturity Model 2 - Five stages or corporate open source adoption talk by [Carl-Eric](https://web.archive.org/web/20240419100823/https://debricked.com/blog/what-is-open-source-maturity-model/) + +![osmm-carl](https://github.com/user-attachments/assets/4a382434-878c-4c22-a2cd-d10292129370) + +## How do you identify and categorize the benefits of open source activities for your organization? Once you have a certain familiarity with open source adoption models, the next natural question to ask is _What are the benefits of open source activities for the organization?_ @@ -181,14 +184,14 @@ The OSPO Japan Local Meetup Working Group, supported by the TODO Group and OpenC > You can find a summary of their work in both Japanese and English [in this Qiita article written by one of its members](https://qiita.com/owada-k/items/017d1b98d0e437766bd0) -## Step three: Initiate conversations and define unique motivators +## How do you initiate conversations outside the OSPO and define unique motivators? -Have 1:1 conversations with managers, high-level executives, and workers/contractors from different teams that use open source in their day-to-day operations, or whose strategy involves dealing with open source projects (in terms of licenses, security vulnerabilities). Use the insights from these conversations to define the organization's unique motivators and map them to areas within the organization where open source brings value +Have 1:1 conversations with managers, high-level executives, and workers/contractors from different teams that use open source in their day-to-day operations, or whose strategy involves dealing with open source projects (in terms of licenses, security vulnerabilities). Use the insights from these conversations to define the organization's unique motivators and map them to areas within the organization where open source brings value. -## Step four: Map motivators with different activity types across the organization +## How do you map motivators with different activity types across the organization? Create a second division that categorizes each of these unique motivators according to the different stages within the previously mentioned OSPO model, or a similar model as referenced in step 2. -As an example, below is a possible categorization, proposed by one of the contributors to this book +As an example, below is a possible categorization, proposed by one of the contributors to this book. activityparticipationcategorization @@ -199,29 +202,29 @@ As an example, below is a possible categorization, proposed by one of the contri In this section, you will find a series of real-world scenarios that are encountered in open source management across organizations. For each scenario, you can find recommendations from real-world experiences from open source professionals. ### Scenario #5 -There is a lack of understanding about open source practices across the organization +There is a lack of understanding about open source practices across the organization. > Recommendation: Promote organizational-wide understanding of open source practices through the OSPO by offering educational workshops, creating accessible resources, and establishing open source > champions in different departments to foster a culture of open source literacy ### Scenario #6 -An OSPO is seen as a Sales Profit or Marketing Tool +An OSPO is seen as a Sales Profit or Marketing Tool. > Recommendation: Ensure that the OSPO is recognized as an integral part of the organization's digital, software, or IT strategy, rather than as a sales profit or marketing tool. > Emphasize its role in fostering open source best practices, contributing to technological innovation, and supporting the overall organization's IT / Digital development plan. ### Scenario #7 -An OSPO is seen as an added value and not as direct support for the core organization’s areas and functions +An OSPO is seen as an added value and not as direct support for the core organization’s areas and functions. > Recommendation: Highlight how the people behind the OSPO with expertise in open source can enhance key business processes, drive innovation, and directly support strategic objectives, > thereby integrating it as an essential component of the organization's operational framework ### Scenario #8 -An OSPO struggles with gaining executive support and buy-in +An OSPO struggles with gaining executive support and buy-in. > Recommendation: communicate the strategic value of open source through the OSPO, showcasing tangible benefits through case studies or success stories, and aligning its initiatives with key organizational priorities. ### Scenario #9 -An OSPO has a technical focus and forgets about open source culture +An OSPO has a technical focus and forgets about open source culture. > Recommendation: Embrace the full spectrum of open source culture, which includes transparency, diversity, and cooperation. Encourage the organization to foster an environment where these values are actively promoted and practiced ## Resources From c3082c728f2ae303eea91e60304e80115df210b9 Mon Sep 17 00:00:00 2001 From: Ana Jimenez Santamaria Date: Tue, 23 Jul 2024 15:39:07 +0200 Subject: [PATCH 09/14] Update ospo-book/content/en/02-chapter.md Signed-off-by: Ana Jimenez Santamaria --- ospo-book/content/en/02-chapter.md | 2 +- 1 file changed, 1 insertion(+), 1 deletion(-) diff --git a/ospo-book/content/en/02-chapter.md b/ospo-book/content/en/02-chapter.md index f66274ac..74da33be 100644 --- a/ospo-book/content/en/02-chapter.md +++ b/ospo-book/content/en/02-chapter.md @@ -20,7 +20,7 @@ Organizations of various types – including end-user companies, software vendor ### Supply Chain and Open Source -Sometimes, organizational stakeholders may assume that their product isn't using any open source projects because their end product is proprietary. However, when you look at the [entire software supply chain](https://opensource.com/article/16/12/open-source-software-supply-chain) you can see that your proprietary software contains open source dependencies or artifacts. If the contributors working on those open source projects were to leave, the project could become obsolete or a target for security vulnerabilities. This, affect the proprietary software the organization uses or sells, directly impacting its reputation, performance, or revenue. +Sometimes, organizational stakeholders may assume that their product isn't using any open source projects because their end product is proprietary. However, when you look at the [entire software supply chain](https://opensource.com/article/16/12/open-source-software-supply-chain) you can see that your proprietary software contains open source dependencies or artifacts. If the contributors working on those open source projects were to leave, the project could become obsolete or a target for security vulnerabilities. This affects the proprietary software the organization uses or sells, directly impacting its reputation, performance, or revenue. #### Common challenges when managing open source integration From 5749e3c7b0a97bf177d3ba8bacce3b2608588e49 Mon Sep 17 00:00:00 2001 From: Ana Jimenez Santamaria Date: Tue, 23 Jul 2024 15:39:16 +0200 Subject: [PATCH 10/14] Update ospo-book/content/en/02-chapter.md Signed-off-by: Ana Jimenez Santamaria --- ospo-book/content/en/02-chapter.md | 2 +- 1 file changed, 1 insertion(+), 1 deletion(-) diff --git a/ospo-book/content/en/02-chapter.md b/ospo-book/content/en/02-chapter.md index 74da33be..808aeee1 100644 --- a/ospo-book/content/en/02-chapter.md +++ b/ospo-book/content/en/02-chapter.md @@ -28,7 +28,7 @@ Organizations may encounter issues when managing open source components that are - **Vulnerability management can be hard:** Open source projects can be a source of security vulnerabilities in a product that depends upon them. It can be hard to keep track of how open source projects are being used by your organization to perform risk assessments on the identified projects. When you identify key projects within the organization, you can prioritize securing them by tracking common vulnerabilities and exposures. Often, the Enterprise Architecture team are the ones tracking the open source components of applications and technologies, and OSPOs are there to give subject matter expertise. -- **It can take a lot of work to understand the complexity of the open source supply chain:** The open source landscape is large and decentralized, and it can be hard to identify who the contributors to individual projects are. These factors can make it challenging for organizations to accurately assess risks and to comprehend the security and quality standards of the software, hardware, data, etc. +- **It can take a lot of work to understand the complexity of the open source supply chain:** The open source landscape is large and decentralized, and it can be hard to identify who the contributors to individual projects are and to perform risk assessments on the identified projects. These factors can make it challenging for organizations to accurately assess risks and to comprehend the security and quality standards of the software, hardware, data, etc. - **There can be a tension between the need to ship product features and the need to contribute back to open source:** Commercial organizations that are using open source are often keen to contribute back to the projects they use. However, the pressure to ship features in their own products mean that open source contributions may take a back seat when things get busy. From cc77987c87bcf822cc4785b0d4f5973b6c4391ee Mon Sep 17 00:00:00 2001 From: Ana Jimenez Santamaria Date: Tue, 23 Jul 2024 15:39:33 +0200 Subject: [PATCH 11/14] Update ospo-book/content/en/02-chapter.md Signed-off-by: Ana Jimenez Santamaria --- ospo-book/content/en/02-chapter.md | 2 +- 1 file changed, 1 insertion(+), 1 deletion(-) diff --git a/ospo-book/content/en/02-chapter.md b/ospo-book/content/en/02-chapter.md index 808aeee1..cf24af09 100644 --- a/ospo-book/content/en/02-chapter.md +++ b/ospo-book/content/en/02-chapter.md @@ -47,7 +47,7 @@ But how exactly can an OSPO enable cross-functional collaboration? Why and how d ### OSPO value perception -In both sections, the emphasis is on the different responsibilities of an OSPO to help manage open source as an ongoing activity and be well integrated into all organization's units. More and more organizations are integrating open source into their regular structures and functions and there is an open question related to whether the OSPO would become an intermediate step to achieve this. +The emphasis in this section is on the different responsibilities of an OSPO to help manage open source as an ongoing activity and be well integrated into all organization's units. More and more organizations are integrating open source into their regular structures and functions and there is an open question related to whether the OSPO would become an intermediate step to achieve this. The answer depends on how you view the OSPO. Beyond the multiple structures the term "OSPO" can imply, it is fundamentally about its people. If we consider the OSPO as a group of open source subject matter experts providing support, knowledge, and management for this integration, this talent must be not only maintained but also reinforced and effectively financed for the future, as more open source integration is inevitable. From dc2b3538eeaa80f71d48c13f2baa08dd5729e589 Mon Sep 17 00:00:00 2001 From: Ana Jimenez Santamaria Date: Tue, 23 Jul 2024 15:39:46 +0200 Subject: [PATCH 12/14] Update ospo-book/content/en/02-chapter.md Signed-off-by: Ana Jimenez Santamaria --- ospo-book/content/en/02-chapter.md | 2 +- 1 file changed, 1 insertion(+), 1 deletion(-) diff --git a/ospo-book/content/en/02-chapter.md b/ospo-book/content/en/02-chapter.md index cf24af09..1616be10 100644 --- a/ospo-book/content/en/02-chapter.md +++ b/ospo-book/content/en/02-chapter.md @@ -61,7 +61,7 @@ _[Source: OSPOs, key lever for open source sustainability](https://speakerdeck.c ### Reasons and Value of Investing in a Resilient OSPO -In a world governed by software, open source objectives offer solutions to the mission-critical problems organizations wish to address, whether social-economic (governments, NGOs) or technological (companies). Integrating open source into an organization's infrastructure and operations encompasses various objectives, such as risk management, innovation, and the sustainability of the open source communities they rely on. To achieve effective integration, organizations need the right staff to operate and the necessary talent to manage such operations. This is where the mission of an OSPO (Open Source Program Office) comes into play. Go to “tips on how to get started with an OSPO” sub-section to see some practical advice on when starting to staff an OSPO. +In a world governed by software, open source projects offer solutions to the mission-critical problems organizations wish to address, whether social-economic (governments, NGOs) or technological (companies). Integrating open source into an organization's infrastructure and operations encompasses various objectives, such as risk management, innovation, and the sustainability of the open source communities they rely on. To achieve effective integration, organizations need the right staff to operate and the necessary talent to manage such operations. This is where the mission of an OSPO (Open Source Program Office) comes into play. Go to “tips on how to get started with an OSPO” sub-section to see some practical advice on when starting to staff an OSPO. On the other hand, stopping the work of an OSPO could have significant negative impacts on those organizations that use open source (directly or indirectly) at any level, including loss of open source expertise, increased security and legal risks, reduced community engagement, and damage to reputation. From 34a144f5f3c6350d2b100c6bf6e970f9f19235e8 Mon Sep 17 00:00:00 2001 From: Ana Jimenez Santamaria Date: Tue, 23 Jul 2024 15:39:59 +0200 Subject: [PATCH 13/14] Update ospo-book/content/en/02-chapter.md Signed-off-by: Ana Jimenez Santamaria --- ospo-book/content/en/02-chapter.md | 2 +- 1 file changed, 1 insertion(+), 1 deletion(-) diff --git a/ospo-book/content/en/02-chapter.md b/ospo-book/content/en/02-chapter.md index 1616be10..ab263646 100644 --- a/ospo-book/content/en/02-chapter.md +++ b/ospo-book/content/en/02-chapter.md @@ -156,7 +156,7 @@ A good practice can be to make use of a maturity model to better map the differe There is a wide variety of open source maturity models –for governments, NGOs, Enterprises– with versions and subversions. In this book, we briefly share two of the most common ones used for open source adoption: -#### Maturity Model 1 - Open source enggement adoption by [Dr. Ibrahim H](https://www.linuxfoundation.org/research/guide-to-enterprise-open-source)): +#### Maturity Model 1 - Open source engagement adoption by [Dr. Ibrahim H](https://www.linuxfoundation.org/research/guide-to-enterprise-open-source)): * Denial - No or unconscious use of open source From 5655bf695b7ca1ed92cabb14ab2c3899c39ff4f4 Mon Sep 17 00:00:00 2001 From: Ana Jimenez Santamaria Date: Wed, 24 Jul 2024 10:06:03 +0200 Subject: [PATCH 14/14] Update ospo-book/content/en/02-chapter.md Signed-off-by: Ana Jimenez Santamaria --- ospo-book/content/en/02-chapter.md | 3 +++ 1 file changed, 3 insertions(+) diff --git a/ospo-book/content/en/02-chapter.md b/ospo-book/content/en/02-chapter.md index ab263646..84c940a0 100644 --- a/ospo-book/content/en/02-chapter.md +++ b/ospo-book/content/en/02-chapter.md @@ -164,6 +164,9 @@ There is a wide variety of open source maturity models –for governments, NGOs, * Participation - Engagement with open source communities * Contribution - Pragmatic contributions to open source projects * Leadership - Strategic involvement with open source to drive business value +* Participation - Engagement with open source communities +* Contribution - Pragmatic contributions to open source projects +* Leadership - Strategic involvement with open source to drive business value ![opensourceinvolvementmodel](https://user-images.githubusercontent.com/43671777/232468143-cde69525-7adb-4399-96d3-fa63f056b942.png)