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PLENARY FOUR Chair - Mr Alan Arnold Pushing the Boundaries of Innovation though Community Source

PLENARY FOUR Chair - Mr Alan Arnold Pushing the Boundaries of Innovation though Community Source Dr. Charles Severance Executive Director Sakai Foundation. The talk I was going to give…. Latent Heat of CLE Innovation. Gas - Innovation can spread to cover the space of T & L practices.

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PLENARY FOUR Chair - Mr Alan Arnold Pushing the Boundaries of Innovation though Community Source

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  1. PLENARY FOUR Chair - Mr Alan Arnold Pushing the Boundaries of Innovation though Community Source Dr. Charles Severance Executive Director Sakai Foundation

  2. The talk I was going to give… Latent Heat of CLE Innovation Gas - Innovation can spread to cover the space of T & L practices True change in T & L happens in ways can not anticipate. CLE/LMS’s can take completely new forms and directions… Boiling Point Liquid - We can tend toward common CLEs, and/or portability makes the choice of CLE irrelevant Better --> Melting Point Frozen - Many different “imperfect” CLEs and LMSs Time / “Heat” / Money / Energy Applied --->

  3. ENTERPRISE SOFTWARE • Enterprise Software is software that solves an enterprise problem rather than a departmental problem. Due to the cost, only large organizations attempt to build software that models the entire business enterprise and is the core system of governing the enterprise and the core of business communications within the enterprise. From: Wikipedia

  4. ENTERPRISE SOFTWARE • As many business enterprises have similar departments and systems, enterprise software is often available as a suite of programs that have attached development tools to modify the common programs for the specific enterprise. Mostly these development tools are complex programming tools that require specialist capabilities. Thus, one often sees in job advertisements that a programmer is required to have specific knowledge of a particular set of tools, such as ". . . must be an SAP developer" etc. From: Wikipedia

  5. ENTERPRISE SOFTWARE • As many business enterprises have similar departments and systems, enterprise software is often available as a suite of programs that have attached development tools to modify the common programs for the specific enterprise. Mostly these development tools are complex programming tools that require specialist capabilities. Thus, one often sees in job advertisements that a programmer is required to have specific knowledge of a particular set of tools, such as ". . . must be an SAP developer" etc. From: Wikipedia

  6. CRITICISMS… • Often the term is used to mean virtually anything, by virtue of it having become the latest corporate-speak buzzword. • Some enterprise software vendors using the latter definition develop highly complex products that are often overkill for smaller organizations, and the application of these can be a very frustrating task. Thus, sometimes "enterprise" might be used sarcastically to mean overly complex software. From: Wikipedia

  7. TWO APPROACHES TO ENTERPRISE SOURCE….

  8. CUBICLE SOURCE • A cubicle is a partially enclosed workspace, separated from neighboring workspaces by partitions, generally five to six feet high. The term cubicle comes from the Latin cubiculum, for bed chamber. From: Wikipedia

  9. Cubicle Source Variants • Universities buy large proprietary systems and then locally customize the systems to meet local needs. • Universities simply write and maintain systems all by themselves themselves.

  10. Cubicle Source Project Plan

  11. Cubicle Source Project Plan Budget Planning Customize Ignore User Requirements Decide: Never Upgrade Full Production Rollout Redo Customizations Gather Requirements Performance Test Attend Vendor Meetings Hire Consultants Hire Consultants Partial Rollout Increase Staff Write Check -1 +3 -5 -3 0 +1 Time in Years Relative to Planned Rollout

  12. Cubicle Source Project Plan Budget Planning Customize Ignore User Requirements Decide: Never Upgrade Vendor Drops Support Full Production Rollout Redo Customizations Gather Requirements Performance Test Attend Vendor Meetings Hire Consultants Hire Consultants Partial Rollout Increase Staff Write Check -1 +3 -5 -3 0 +1 +5

  13. CUBICLE SOURCE • A cubicle is a partially enclosed workspace, separated from neighboring workspaces by partitions, generally five to six feet high. The term cubicle comes from the Latin cubiculum, for bed chamber. From: Wikipedia

  14. A New Approach to Enterprise ApplicationsCommunity Source

  15. OPEN SOURCE • There are many definitions of Open Source • Community Source tends follow to Apache • Commercial friendly license • Developer-centric governance / Meritocracy • Apache has built broad-use utility software • Community Source borrows Open Source • Cultural approach and values • Licensing and governance http://www.dr-chuck.com/media.php

  16. COMMUNITY SOURCE • Colleges and universities have used the term Community Source to refer to a type of community coordination mechanism that builds on the practices of open source communities. • The Community Source Model is a hybrid model that blends elements of directed development, in the classic sense of an organization employing staff and resources to work on a project, and the openness of traditional self-organizing open-source projects like Apache. From: Wikipedia

  17. Community Source (fast) Budget Planning Customize Upgrade, Skip a Version Shut off Old Product Gather Requirements Attend Community Meetings Production Rollout Hire Consultants Hire Consultants Transition Year Increase Staff Write Check Start Pilot Training -3 -12 -6 +18 0 +8 Time in Months Relative to Planned Rollout

  18. Community Source Project Plan Customize Contribute to Community Gather Big Requirements Upgrade, Skip a Version Write Foundation Check Shut off Old Product Attend Community Meetings User Requirements Take a serious look Install Pilot Server Reallocate Staff Install Pre-Pilot Transition Year Production Training -3 -2 -1 0 +1 Time in Years Relative to Planned Rollout

  19. The need for “Commons” • For community source to work there needs to be an independent external entity that “tends the commons” • Members of the community who participate in commons may come and go - but the commons must live on independently. • There must be a contact point for a new member to “find and join” the commons.

  20. Evolving Approaches to Community Source

  21. COMMON THEMES • Open Source / Open License • Encourage Commercial Involvement for schools with smaller IT staffs • Some formal “Commons” or “Foundation”

  22. uPortal • Mellon-Funded - Uni. Delaware Led • Grant-Funded commons (5 years) • Unicon • Instructional Media and Magic • Conferences - 100-300 people • Sustainability Issues • Now building the JA-Sig Foundation • Jonathan Markow jjmarkow@gmail.com

  23. Sakai • Mellon-Funded - Uni. Michigan Led • Borrowed Heavily From uPortal • Staff and leadership were Higher-Ed • Sakai Partners Program - solve sustainability from the beginning • Sakai was a sprint - we built the bike while we were riding it • Conferences 500-700 people

  24. Kuali Financial Services • Mellon-Funded - Indiana Uni. Led • Improvements • Built community slowly - understand the culture • Functional Council - Better Predictability • Better use of the seconded resource model • Differences Versus Sakai • Well-understood problem space - functional experts do exist - and they agree after some discussion • Patient adopter base - sees the benefit of “doing it right from the beginning”.

  25. Kuali Research Administration • Starting with Kuali governance model • Part of the Kuali Foundation • Differences from KFS • Very common to have local-developed quirky solution • Much more diverse environment - funding agencies - legal requirements -

  26. Kuali Student • Working on Mellon-Funding • Led by University of British Columbia • Unique Approaches • Service Oriented Architecture • Multi-Year architecture and use case phase up front • Shows the level of belief in the C.S. model that visionary CIO’s have developed

  27. Fedora Commons • Very mature project • Well established in the market place • Well established leadership and culture • Many years of solid Mellon, NSF, and other funding • Long-term sustainability plan • Clear “commons pattern”

  28. Evolution • There is a community of communities • We learn from each other and evolve • Each community will be somewhat different based on stakeholders which make up the community - this is OK • We have talked about an über community - it is a challenging problem http://www.ithaka.org/about-ithaka/announcements/ooss-study-final-report/

  29. An Example Commons The Sakai Foundation

  30. Mission Statement • The mission of the Sakai Foundation is to hold ownership of the Sakai software and to guide and nurture the community of activity around the Sakai software. The Sakai Foundation seeks to maximize the positive impact of the Sakai software, technology, and community on teaching and research.

  31. Sakai Stakeholders • CIOs and IT Management • Contributing Organizations • Adopting Organizations • Supporting Organizations • All Organizations • Deploying IT Staff • Technical Support Staff • Designers and Developers • End Users • Teachers, Students, People

  32. Production Servers

  33. Members without Servers

  34. Volunteers • Core Sakai • 900,000 Lines of Code • $13 million dollars investment • 53 Volunteer Developers • Contrib • 800,000 Lines of Code • 47 Volunteer Developers • QA Averages 60 people and over volunteer 1000 hours per release • See www.ohloh.net Developer Video: http://www.dr-chuck.com/media.php?id=53

  35. Community Flows

  36. Sakai Sub Communities • Teaching and Learning • Technology • Portfolio • Implementation • User Experience • Research

  37. Sakai Conference Tracks June 12-14, 2007 Amsterdam, NL

  38. Approaching a C.S. Effort • How large is your IT staff? • Do you want to innovate or just use? • Do you want to truly influence the direction of Sakai?

  39. Levels of C.S. Involvement • Top Tier • Have 3-8 staff who evolve and customize the product • Contribute 20-40% to the common good • Join foundation and provide community leadership • Mid Tier • Have 2-3 staff focused on local issues • Contribute patches and fixes • Join Foundation to acknowledge value • “It is just a product” Tier • Have 0-1 staff, often local support only • Outsource all technical details • What Foundation?

  40. Top Tier Sakai Members • Current • Cambridge UK, Michigan, Indiana, Foothill College, Stanford, UC Berkley, Rutgers University, University of Capetown, Virginia Tech, rSmart • Up and coming • Charles Sturt University, Oxford UK, University of the Highlands and Islands (Scotland), Boston University, Unicon, Valencia, Uni. Fernando Pessoa, Georgia Tech

  41. The Community Effect • CIOs have each other on IM • Programmers in cubes around the world have each other on IM and speak on first name basis - “Yes that is just Stephen being Stephen” • It is like a startup company “under glass” • We do all of the things companies do - but transparently - with 1500 people watching

  42. A day in the life of a Sakai ant…

  43. Dr. Chuck A day in the life of a Sakai ant…

  44. Dr. Chuck A day in the life of a Sakai ant…

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