The Business Case for Open Standards and Methodologies Implications for MIKE2.0 and how to establish a successful o

1. The Business Case for Open Standards and Methodologies Implications for MIKE2.0 and how to establish a successful open source methodology Team 29 Caine Pan, Kevin Qiao, Lorah Chong, Manman Lai, Yushi Xian October – April 2010 Sponsored and supported by BearingPoint

2. Our Presentation: An Overview • Market research • Case study: TOGAF, Mozilla, JBoss • Literature review • Findings from primary research • Survey 1 – Motivation of online contribution • Survey 2 – MIKE2.0 web satisfaction Online & face to face interview on potential adoption • Survey 3 – Online & face to face interview on potential adoption • Recommendations

3. Open Source Market Trend • IDC study : worldwide revenue from open source software will expand at an estimated compound annual growth rate of 22.4%, with revenues approaching $8.1 billion by 2013. • an increase in OSS acceptance by enterprise customers IBM, Sun, Dell and HewlettPackard, are introducing more enterprise customers to open source • Hybrid business models are becoming more prevalent among vendors. E.g: Closedsource vendors are offering more OSS solutions OSS vendors are offering both open source and proprietary solutions

4. New Hybrid Models • a new emerging trend for many open source developers 1) provide for potential adopters a wide range of complementary services (e.g. technical supports) 2) provide monetary rewards for the development by shifting the value from licensing agreements to additional services such as packaging, consultancy, maintenance and training.

5. Case of Moodle • In 2003, the for-profit Moodle Services (moodle.com) was formed to provide commercial service to support the non-profit Moodle.org. • The Moodle software remained freely available. • Commercial entities would be - listed as official providers -share a percentage of their Moodle-related income with Moodle has preserved the open source development of Moodle while allowing for further innovation as money can be poured back into the product

6. Open Source Catalogue • Currently there are in excess of 140,000 open source projects on the net • based on the Optaros’ open source catalogue 2007 which contains a list of 262 projects that matches its enterprise ready benchmark

7. Case study: TOGAF • 32% market share • Main adopters: • Dairy farm group • Ministry of Defence (UK MOD) • Department of Social Security (UK DSS)

8. Case study: TOGAF (con’t) What it does well… • Strong leadership power The Open Group was created to put an end to the Unix wars in the early 1990s technique based on U.S. Department of Defense Technical Architecture For Information Management (TAFIM).  was founded with a sound base • Open and diversified communityincludes several sub-forums such as Architecture Forum; Enterprise Management Forum; and, Platform Forum, etc. Any members can contribute

9. Forum/WG operations Forum/WG operations Idea for Standard Develop Draft Standard Technical Procedures Formal Company Review And Ballot Resources Principles Approve Standard Technical Procedures Technical Procedures Publish Approved Standard Technical Procedures • High transparency of standard development process to all members and third partiesThe Open Group Standard Process Flow

10. Case study: TOGAF (con’t) • The methodologies have to be well founded and raised to professionalism “…it’s not just TOGAF. It’s not just a case of having a framework, a method, or a way of helping organizations do enterprise architecture. We’re also concerned with raising the level of professionalism,” said Allen Brown, president and CEO of The Open Group • Always look at new areas and improve usability As limited by the format of TOGAF 9 in hard copy, PDF, and HTMLreleased an open source plug-in tool “TOGAF Customizer” based on the Eclipse Process Framework in 2009

11. Mozilla FireFox - Development • Difficulties in early development period (not enough contributor, project leader quit….) • Attracted institutional users (HP, Oracle, Sun Microsystems) • Increase in participating (documentation improved, Development tools and tools refined)

12. JBoss- Organizational Structure • Goal: community in a structured and transparent way • Structure: Project team Non-Member Lead Developer • Issue Tracking: keep track of all requests for new features, bug reports and tasks that need to be completed, By submitting a patch

13. What we can learn? • 1. Do not give up. More contributors would join the project alone with community development. • 2. It would be helpful to attract some big industry players to adopt the open source methodology. • 3. Developers need extensive support from community administration.

14. Key findings literature • THE BENEFITS OF OPEN SOURCE • MOTIVATIONS FOR ONLINE CONTRIBUTION • ORGANISATIONAL ADOPTION • ECONOMIC PERSPECTIVE OF OPEN SOURCE • OPEN STANDARD • INTRODUCTION OF OPEN SOUCE ASSESSMENT METHODOLOGIES

15. The benefit of open source • National Computing Centre in the UK:

16. THE BENEFIT OF OPEN SOURCE • Low Cost – especially in recent economic downturn (need sufficient in-house resource) • User-driven and transparent approach (freedom to share the work with others) • The benefit of using open source for IM is similar to the general benefit of open source.

17. The benefit of open source

18. MOTIVATIONS FOR ONLINE CONTRIBUTION • “Why should thousands of top-notch programmers contribute freely to the provision of a public good?” • Intrinsic motivation - inherent satisfactions (fun, altruism, obligation to contribute) instead of their separable consequence • Extrinsic motivation - immediate or delayed benefits (salary, bonus or signaling) generated from participating into projects

19. INTRINSIC MOTIVATION • Obligation/community-based • Enjoyment-based • Altruism • Gift-giving • Self-effectiveness

20. Extrinsic motivation • Signaling • User needs • Human capital • Motivation differences – content Vs. software

21. Open Standard • Open Standard ≠ Open Source • Definition by the Wheeler (2006):

22. Open Source Assessment Methodologies • Four major assessment approaches: • 1) Open source maturity model (Capgemini) • 2) Open source maturity model (Navica) • 3) Methodology of qualification and selection of open source software (Atos Origin) - QSOS • 4) Open business readiness rating (Carnegie Mellon West & Intel) - OpenBRR

23. Open source assessment methodology (MIKE2.0)

25. Open source assessment methodology (MIKE2.0)

26. Open source assessment methodology (MIKE2.0)

27. Survey 1:Motivation for online contribution • Intrinsic Motivation: • Feel competency and accomplishment

28. Motivation for online contribution • Extrinsic Motivation: • Learning and self-promotion instead of monetary rewards

29. Motivation for online contribution • Personal Needs: • Hope communities could actually solve their problems

30. Motivation for online contribution • Altruism • Helping others and be helped

31. MIKE2.0 Website Satisfaction questionnaire findings • Sample demographic 16 valid responses, 80% working on information consultation industry, 20% working on government, and crossed industry; Positions: Business consultant (45%), managers ( 35%), Directors/CEO (15%), Others (5%)

32. MIKE2.0 Website Satisfaction questionnaire findings • Source of members ‘Where did you learn about MIKE2.0?’ • 52.6% : become members through word of mouth marketing • 26.3% mentioned the impact of AIIM ECM COURSE and their work on their decisions to apply for membership.

33. MIKE2.0 Website Satisfaction questionnaire findings Perceived Web Presentation and Functionality Criteria- ease of navigation, visual appeal, quality of information, usefulness of information Result-Average rating for the separate items are high Presentation 70.6% of respondents: more pictures and illustrations are needed, and some respondents particularly pointed out that the web home page was ‘too busy’ and lacked a ‘modern feel’. Potential improvement areas • Dynamic navigation (Flex/Flash), site map and data set upload/management are required; • Incorporate best practice for IM subsets: Data Management, Data Modeling, ETL, BI • Maybe make the blogs and forums look a little better.

34. MIKE2.0 Website Satisfaction questionnaire findings Motivation and expectations of members visiting the MIKE2.0 website Reasons to visit MIKE2.0: • Used the site for information management solutions (50%) • A large proportion of respondents expressed their interest in looking for publications (33.3%) • Sharing knowledge on the site (38.9%)

35. MIKE2.0 Website Satisfaction questionnaire findings Respondents’ expectations towards the site based on the current level • Some of the material is too conceptual; • More solution offerings are required, incorporate with the fundamental best practices • perhaps follow a framework like ITIL • Add depth and project experience specifics • Add more tools like templates

36. MIKE2.0 Website Satisfaction Questionnaire Findings Attitudes towards open source standard Respondents expressed relatively high confidence (5.25 out of 7) However, some were cautious about it becoming standard and main concerns related to following areas: • Vendor pressure for specific market spaces within IM is still too fragmented. • BI, Data Management and 'other front-end software' all play in a different space. • Data management is still far too much oriented towards batch data integration methodologies to be embraced in an individual standards-based approach.

37. Online Interview Findings – Survey 2 • 6 completed • 3 from 219 of the 400 valid email addresses from the email list provided • 3 from 15 emails sent variety of Mike2.0 and online motivation respondents • Banking/financial services • Government, government – public safety • RIM and entertainment, and engineering • Job titles: - Director - Senior Enterprise (IT) Architect - IT Director - President - Consultant and IT Project Manager Sample Demographic: Occupations of Respondents

38. Does your organisation use any (existing) Enterprise Information Management Methodology/Framework? • One respondent from Norwich Union states that they are using Quality Management System (QMS). • He said “QMS is an in-house (and, therefore, proprietary) framework and method, based largely on IBM's Global Services and End-to-End Methods, controlling everything from business and IT Strategy development through to implementation of change (IT systems or elsewhere). It is more of a recipe book to be picked from with some mandatory elements for governance.

39. If there is an open source enterprise IM framework/methodology available in the market, how likely would you be to adopt it? The most important factors: • Low cost • Positive case studies The respondents also suggested: • Adequacyof methodology • Ease of use • Comprehensive templates and examples • are also determinants of their decisions.

40. Open Source Adoption What is the main factor that may prevent you from using an open source IM methodology? Reasons for not to use open source IM methodology:

41. Face to Face Interviews

42. Findings of Interviews Important factors affect OS methodology adoption: • Freedom of Customisation • Quality of Community • Hidden cost of Open Source Adoption

43. Obstacles of Open Source adoption – why not use? • Lack of Knowledge on open source - 28.6% of respondents rate themselves as extremely unknowledgeable • NIH - NOT INVENTED HERE • IT manager in JPMorgan - JPMorgan only uses internal resources/help when undertaking information management improvement projects. • IT Director in McLaren - It is the reason why McLaren do not use open methodology. • Internal standards / vendor support / accountability - No contract , no guarantee - Large institutions may not be willing to adopt software/support without the protection of a contract and guaranteed delivery of service.

44. Is there any correlation between type of industry and collaboration level? • People in the education are more willing to help each other • Businesses see each other as competitors • In house intelligence information • Confirmed by JPMorgan IT and Education Industry Businesses

45. Open standards suggestion: • The key to Open Standards: • Transparent; • Objective; and, • Being understood to mean the same thing to everybody involved. MIKE2.0 has the potential to become an open standard: • The Creative Commons Attribution License allows anyone to read, use, adapt and extend the framework has helped MIKE2.0 to fulfil availability, with no royalty, extension and no nominal cost.

46. …con’t But MIKE2.0 still needs to work on the following: • The content provide must enable interoperability and avoid vendor-locking • Establish an open decision-making process to enhance its transparency to the public. • To apply the same standard world-wide will be the biggest challenge • ‘Being a standard’ does not mean ‘it is an open standard’ MIKE2.0 could be developed into a de facto standard

47. Suggestion (Maturity): • Provide training and consulting services • Increase the level of community support • Improve the usability of MIKE2.0

48. Reccomendation on the MIKE2.0 methodology and its community Possible Marketing strategy to engage participants • Identify and form a strong alliance with leading online forums at IT/information management field • Distribute blog-posts and initiate high-quality open discussions on these sites with MIKE 2.0 links. • The MIKE 2.0 team should arrange the necessary induction courses with targeted corporations.

49. Reccomendation on the MIKE2.0 methodology and its community Incentives to encourage participation/contribution two main issues affecting members‟ contribution levels: 1.A large proportion of respondents demonstrated that they would contribute more if they knew that other contributors would appreciate their work; 2.it was clear to them that other people would benefit from their efforts.

50. Reccomendation on the MIKE2.0 methodology and its community Proposed suggestions to create incentive of contribution Increase members‟ participation levels by implementing a feedback and voting mechanism: • 1. Readers are allowed to rate articles or edited pages • 2. Readers gain community bonus points by leaving a comment • 3. Readers are given limited voting rights on a daily basis • 4. A system counts the number of votes, and credits contributors with community bonus points. • 5. In order to convert community bonus points to something more meaningful and visible, a ranking system should be employed.