The London School of Economics and Political Science The Media & Communication Department Utilizing the Open Source Software Development Process for Commercial Projects The Case Study of CollabNet Yael Vaya Supervisor: Dr. Edgar Whitely

Research Question: How does a company named CollabNet offer to utilize the open-source software development process for commercial projects? Page 1 of 14

The presentation will include: Skip the introduction on conventional software development models Present some characteristics of the open-source software development process Introduce CollabNet and the way it offers to apply the open-source process to commercial projects Compare between the process offered by CollabNet and the open-source process Present some conclusions Page 2 of 14

Defying Brook's law: 'Adding more programmers to a late project makes it later' 'Forget about deadlines' (Brian Behlendorf) 'Given enough eyeballs, all bugs are shallow' (Linus's Law as dubbed by Raymond, 2001) Blurring the lines between developers, customers and end users Page 3 of 14

The way a project comes to be (Apache, GNU, Linux) Lack of available solutions Using already existing software (reuse) ‘Reach a stage of plausible promise’ (Raymond, 2001) *This research does not describe funded OS projects such as Mozilla. Page 4 of 14

The ‘Benevolent Director‘ (The Economist, 2001) Page 5 of 14

A meritocracy based on consensus (Apache) Board Project Management committee users Developers committers Project Management committee users Developers committers Project Management committee users Developers committers Page 6 of 14

Limitations of the OS software development process Relying on re-usable software limits the scope for developing highly innovative software Open-source projects must have a modular structure Who could replace the exceptional leader? What happens if the core group does not reach consensus? Page 7 of 14

Difficulties for commercial companies adapting the open-source process How does a commercial company adapt an additional culture or replace its existing one How do you manage an open-source project to achieve the company's objectives? How do you convince people to work on your project voluntarily? Page 8 of 14

1.Suite for software development 2.Developed as an open-source project SourceCastProduct 1.Evaluating the company’s needs 2.Choosing a strategy 3.Building a community ConsultingService Page 9 of 14

Choosing the strategy PercentageNumber of companies who choose the solution objectivesThe solution 8%1 Between the company and selected client's Enterprise Development Networks 16%2 Paid jobs to be conducted over the Internet Developer Resource Networks 75%9 Between the company and the open-source community Open Source Networks Page 10 of 14

Building an Open-Source Community Some pre-requirements for releasing the product’s code to the open-source community Creating an open-source community Running the process – some general recommendations Page 11 of 14

CollabNetOpen SourceConventional models  company  developers  users  the more the better  developers  users  the more the better  client  software engineers  programmers Who is involved in the project? The company should:  choose a need/ or  a unique solution  individual/ group  a need shared by others  client  strategic decision Initiating a project  company  meritocracy (Apache)  meritocracy  usually the owner/s of the project hierarchal structure of the company Management of the project Page 12 of 14

Conclusions Similar to the open-source process CollabNet as a mediator and educator A one-off process High risk process Reconsidering the research question Page 13 of 14

CollabNetOpen SourceConventional models  monetary return  voluntarily  a gift culture  README file  academic world monetary returnProfit  many downloads  many developers  engaging with developers  an industry standard  Improved product  increased appeal to customers  cost savings  heightened image  ability to recruit skilled IT employees  many developers and users that:  enjoy working  find it challenging  feel rewarded  a new piece of software  achieving the client's goals  on time Success Page 14 of 14