What Does It Mean Being an Open Source Project Manager in Enterprise (Open Source Spirit Edition)

Transcript

1. What does it mean being an Open Source project manager in Enterprise Open Source Edition LinuxCon2009 (Business) September 23, 2009 Toshiharu Harada <haradats@gmail.com> TOMOYO Linux Project
2. Image of Enterprise (outlook) Classified
3. Image of Enterprise (outlook) Classified
4. Image of Open Source (outlook)
5. Image of Open Source (outlook)
6. Image of Enterprise (inside)
7. Image of Enterprise (inside)
8. Image of Enterprise (inside)
9. Image of Open Source (inside)
10. Image of Open Source (inside)
11. Image of Open Source (inside)
14. +
15. +
16. Simply Impossible STOP
17. However • If you are an project manager in Enterprise • There should not be a word “impossible” • so
18. Manage it! • This may happen to you tomorrow • This presentation is for you • Believe me
19. Conclusion • What does it mean being an Open Source project manager in Enterprise? • Being a bridge of two fundamentally different worlds and keeping the balance • Let’s take a look at some examples
20. Stage 1
21. Q Your company has the state of the art of firewall and blocks communications except http and https A developer said to you that he could not work if git and ssh do not work What do you do?
22. A 1.Crack the firewall 2.Do uploading and managing tasks at home 3.Buy a device to connect directly to the internet
23. Q You could not find a procedure for making software open source What do you do?
24. A Quit (you are not authorized to quit your project) Work hard to add a new rule
25. Q How can I add a new rule in my company?
26. A Good point! Inspect it, first
27. Q Our codes are now open source As the license of our program is GPL2, all we have to do is to release it, am I right?
28. A Deadly wrong As your project is a part of Enterprise, every actions require approval Get an approval for the release
29. Q I don’t really understand Why do I need an approval for the software that is no guaranteed?
30. A Think yourself if you want to think E-mail me if you find a good solution
31. Stage 2
32. Leadership of Enterprise project
33. Leadership of Enterprise project • Project manager is the leader • He makes the decision • Each member has his task • Project manager does “management”
34. Leadership of Open Source project
35. • Project members are virtually isolated in Enterprise • The matters of the project are now his matters
36. Leadership of Open Source project • Project manager is inherits every ordinary roles and tasks for Enterprise • He no longer focuses on “management” but he has to deal with tasks himself
37. Leadership of Open Source project • Hierarchy vanishes and new relationship is born • There’s no manual • Having your principles helps
38. Leadership of Open Source project • In my case • There are some tasks at which development members are not good • Planning, documentation, communication with community ... • I tried to do those tasks even when I was not good at or I had no idea
39. Motivation Matters • In an ordinary Enterprise project, motivation may not be necessary to complete tasks • I noticed that in an Open Source project, motivation is crucial • Keeping project members own motivations is the most important task for the project manager
40. Motivation Matters • It is important for a project manager to be self-motivated • How to do that? • Recalling the role periodically • Observing highly-motivated people
41. My Recommendations • Live with your mission • Twenty Four series • Learn about what is leadership and the loneliness of a leader • CSI • Criminal Minds
42. Stage 3
43. Miraculous Power
44. Changes • In my case with “TOMOYO Linux” project, we have proposed patches as many as 15 times • It took about two years to be merged • We kept failing for two years • I’ve observed some internal changes in us
45. • For those of you who have never posted patches to LKML • It is something like this
46. Discuss (3 min to a few weeks)
47. Post to LKML (a few minutes)
48. NAK! and depressed (a few months)
49. and again ...
50. • When the proposed patches were rejected, we were very sad (of course) • But we didn’t think about quitting the challenge ourselves • There was a calm fire in each one of us and we were bound to each other by the goal • We believed in what we were doing
51. • Motivations, collaboration and above all experiences have changed us greatly • Through interactions with community, we have learned to communicate
52. Self-Measuring • In an Enterprise project, only project members know what you are doing • In an Open Source project, you can get feedbacks from the universe
53. stage 4
54. Interview with Michael Collins (Apollo 11) • Q. Circling the lonely moon by yourself, the loneliest person in the universe, weren't you lonely? • A. No (continued)
55. • "... I can say with truth and equanimity that I am perfectly satisfied with the one I have. This venture has been structured for three men, and I consider my third to be as necessary as either of the other two. I don't mean to deny a feeling of solitude. It is there, reinforced by the fact that radio contact with the Earth abruptly cuts off at the instant I disappear behind the moon, I am alone now, truly alone, and absolutely isolated from any known life. I am it. If a count were taken, the score would be three billion plus two over on the other side of the moon, and one plus God knows what on this side."
56. • My role was very complicated • I sometimes felt I was alone • But I’m glad I could play my role and served a project • Tetsuo and Kentaro have grown up to be astronauts of Linux kenrel
57. • I’m still on the ground and got a new mission to make TOMOYO business • So my voyage will continue ...
58. • Now I know why and how Linux is great • People are great • I’m glad and proud to participate the universe of open source
61. dear enterprise a message from an anonymous project manager
62. notice invisible essentials “Anything essential is invisible to the eyes,” the little prince repeated, in order to remember. -- Antoine de Saint-Exupery, “The Little Prince”, translated from the French by Richard Howard
63. a great and unforgettable challenge We choose to go to the moon. We choose to go to the moon... (interrupted by applause) we choose to go to the moon in this decade and do the other things, not because they are easy, but because they are hard... -- John F. Kennedy
64. • What important was not a rock of the moon • True results are within each of “us” • The merge of TOMOYO was an accomplish, but it was not all • The project members and I are no longer the same before the project • Invisible and invaluable changes
65. • The world of “Open Source” seems to be an wild jungle and it sure is • It is not a perfect world, but great treasures are hidden and wait for challengers • We are standing in the new era and Enterprise should make a “giant leap” • Welcome aboard
66. Time to begin, time to change O God, give us serenity to accept what cannot be changed, courage to change what should be changed, and wisdom to distinguish the one from the other. -- Reinhold Niebuhr
67. Time to begin, time to change Change before you have to. -- Jack Welch
68. Conclusion • What does it mean being an Open Source project manager in Enterprise? • Being a bridge of two fundamentally different worlds and keeping the balance
69. • Everyone can make a hamburger if given a manual • Developing Open Source software, contributing to the community is something greater than making a hamburger
70. • IMO managing an Open Source Project in Enterprise is more difficult than coding • It’s not easy, but it’s worth • Find the treasure with your own eyes • Welcome aboard
71. Trademarks • Linux is a trademark of Linus Torvalds in the united states and other countries • TOMOYO is a trademark of NTT DATA CORPORATION • Windows is a trademark of Microsoft
72. Acknowledgments • Giuseppe La Tona has helped me checking the slides. I thank him. • Tetsuo Handa and Daisuke Numaguchi, I am glad I can work with them.
73. Thank you