How would you answer that question? Here are four typical answers we hear when we ask our customers this question:
As you know if you regularly pay for enterprise software licenses, it is not an inexpensive proposition to supply business organizations with software licenses that include service level agreements for support, bug fixes, and security issues. Large commercial software providers often combine a price for the license to use as well as a price for a contract to support and maintain. After all, they have development teams, a sales force, a marketing department, and business administrators, among many functions, that have to be paid for their services in support of both these software licensing practices.
In my last two posts, I discussed the evolution of open source knowledge: where we came from, where are we now, and how did we get here. I provided some examples of common misunderstandings and knowledge gaps and suggested that such gaps may be due to the need to take action without taking as much time to prepare and plan as is optimal. The sum total is that misconceptions and misunderstandings about open source persist both within and outside the software industry.
In my last post, I discussed where we came from and where we are now in regards to knowledge and understanding of open source software and licenses. I talked about how, not too long ago, there seemed to be a fair amount of denial when it came to the use of open source software in the enterprise. Today, open source software has garnered enough attention that the term "open source" is found far outside the software world. Yet, misconceptions and misunderstandings prevail. Why? How did we get here? And how do we get to the point where there is accurate and consistent knowledge around FOSS? More specifically, how do we get to a point where FOSS use in the enterprise incorporates a thorough and appropriate understanding that backs a FOSS policy that is tailored to the realities and practicalities of that particular business?
At the Linux Foundation Collaboration Summit in San Francisco in mid-April, I gave a talk titled, "FOSS Knowledge: A little does NOT always go a long way." The title was supposed to be a bit eye-catching; the subject-matter, hopefully thought-provoking. I've attended my share of open source software-related events and often the topics covered in the legal or business tracks relate to trends, information, tools, and best practices for the use of open source software, particularly in regards to license compliance - basically what one needs to do. But I'm finding that it is ever-more critical to look at knowledge: the understanding, awareness, and education around open source software and licenses.
Every department in a corporation has requirements and prerequisites to optimize performance. It is no different when assembling a team of individuals to manage open source use within an enterprise. This article briefly touches on the obvious characteristics, followed by a focus on the not-so-obvious characteristics a solid open source management team must possess.
"Tomcat First" is part of a guest blog series I am doing for OpenLogic. In my previous article, Open Source in the Enterprise: A Shift in Prevailing Views, I discussed the changing enterprise use case for Free & Open Source Software (FOSS). In that blog piece, I posited that the use case for FOSS in the enterprise has changed, and that this change is attributable to three important factors:
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