Succeeding With Open Source

Alex Moskalyuk writes "'Open source is great, but where do we start?' This is probably one of the most frequently asked questions in the corporate world when CIOs are faced with the need to choose between open and proprietary solutions. How do you figure out when it's feasible to implement an open source solution? Are there any support or training options if the solution does get approved, or if the project chosen was an alpha version developed by some student, who's away for the summer? Bernard Golden from NavicaSoft has probably heard the same questions too often, and then decided to write the book." Read on for prostoalex's review. Succeeding with open source author Bernard Golden pages 272 publisher Addison-Wesley Professional rating 7 reviewer Alex Moskalyuk ISBN 0321268539 summary IT manager's guide into implementing an open-source solution

Implementing an open source solution requires a different approach from the buyer's point of view: There is no salesperson you'll get a call from, there are no license agreements to sign and no serial numbers to enter. Access to the software is simplified, but sometimes there are few pointers about what to do next.

Golden takes the reader through different aspects of dealing with open source technologies. As one can see from the table of contents, the information is presented from the business professional's point of view. This title is for an IT manager, not developers or IT personnel who might be using open source products already and feel strongly about them. The basic question that the book explores is this: When does it make sense for an organization to implement an open source product? How do you evaluate the product's maturity, functionality, ease of use, support infrastructure and documentation quality so that running open source within the organization starts making sense?

Golden's answer is the Open Source Maturity Model (OSMM), which the author developed himself. The model asks the IT manager to evaluate the software, support, training options, documentation, integration and professional services on 10-point scale. If the technology ranking reaches a certain score (which highly depends on the userbase), then it will make sense to implement it.

For example, on page 144, when the author discusses software support options, he suggests assigning 6 points for excellent community support, 3 points for available paid support and 1 point for availability of self-support (i.e., an employee who understands the product). So on the next page JBoss gets 6 points for community support (very helpful and respectful forums), 2 points for commercial support (since it was e-mail and phone only, and no on-site support) and 0 points for self-support (since no one within the organization stepped up to claim herself as JBoss expert).

JBoss is the prime example used by the author throughout the chapters, and turns out to be quite a convenient choice -- the company offers commercial support, training and documentation for an open-source product. Golden's model is supposed to help IT managers distinguish high-quality open source projects from 0.0.1 version, so widely available on SourceForge.

The book's primary market is business professionals and IT managers who would probably benefit from having a formal evaluation model instead of relying on pure gut feeling. Despite the book's ambiguous title, it's not a manual on how to create your own business with open-source products. Some chapters will be helpful for figuring that out (Chapter 2 talks about business models in the open source world), but it's mostly for people who are implementing rather than developing open source products. The language is somewhat dry, but if your weekly reading requires CIO Magazine, you're probably used to that.

Something I think the author would have done well to include is a collection of in-depth case studies on open source implementations. There's some data on Sabre and Charles Schwab running successful businesses on open-source infrastructure, but the details are not there. While certain companies publish hundreds of case studies to prove that their products will either save money or allow the customer to make more, the success stories are not that frequently publicized in the open source world. Having such material in the book would provide a confidence booster for an IT manager, I think.

The last chapter or the first appendix is where I would expect to find information on solid open-source products suitable for corporate deployment. I mean, if the evaluation model is introduced, why not list the most prominent projects out there for quick reference? The highest-ranked open-source operating system, office suite, corporate messaging system, accounting and tax package, etc.?

Overall the book is pretty good for a manager who has heard of open source, but has not read too much into it. Chapter 1 in PDF format is available from Addison Wesley site. Golden also wrote an article for OreillyNet that deals with bringing open source into the organization. There's also an interview with the author on TechTarget.

You can purchase Succeeding With Open Source from bn.com. Slashdot welcomes readers' book reviews -- to see your own review here, read the book review guidelines, then visit the submission page.

Comments

Succeeding with Open Source--4 easy steps

[nastro]

1. Write book about Open Source.
2. Get review posted on Slashdot.
3. ???
4. Profit!

Sorry, I had to.

Re:Start Here

[ArchAngel21x]

And yes I know I did not spell proprietary correctly. I thought I pressed preview when I accidentally hit Submit. Slashdot really needs an edit button.

Re:OSS and the Corporate world

[xenostar]

They also supplied counting machines to the Nazis to help keep track of the Jews during the holocaust. :(