mastering open source: the path to mastering softwaremastering open source: the path to mastering...

Samsung Research America Confidential | 2017

Mastering Open Source: The Path to Mastering SoftwareIbrahim Haddad, Ph.D.

VP R&D, Head of Open Source Group

@IbrahimAtLinux

• How did we get here?

• 4 core elements to mastering open source

• Samsung’ experience

• What did we learn?

Agenda

Samsung Research America Confidential | 2017Samsung Research America Confidential | 2017

Historical perspective: How did we get here?

What is Linux? What is the GNU GPL?

Ericsson Research 2001

Almost everything we do on a daily basis is shaped by software.

Software drives all industries

AgricultureBusiness Services

Education Energy

Financial Services

Utilities

Heath + Biotech + Pharma

Transport

Real EstateMedia

Telecom Travel

GovernmentInternet

Pharma Retail

Jeff Immelt

CEO, General Electric

Every industrial company will become a

software company.

Microsoft Job Search

The rise of foundations – organizing open source R&DFormal structures to enable collaboration across companies with competing commercial interests.

The rise of collaboration projects

Saying no to open source is like …

Companies must master open source

if they are to master software.

Essential elements to master open source

Contribution

Compliance

Consumption

Portals Policy Education Inventory Communication

Internal site (Educational)

External site(Obligation fulfillment,

source code distribution)

Training on company policy

Guidelines and best practices

Training on open source licenses

New employee orientation

Inventory management

Inventory of 3rd party code

Universal usage and compliance

Policy

Distribution

Auditing

Notices

Internal messaging

External messaging

Integrate compliance

checkpoints in the development and

QA process

Compliance teams (core and support)

Compliance mentorship

Process

Universal usage and compliance

Process

Scoreboard and success metrics

Checklist for product team

Checklist for developers

Development Team Tools

Source code scanning

Linkage analysis

Project management

Bill of Material

Obligation Fulfillment

Professional formal training

Invited speakers

Automation for online forms

and workflow

Strategy

Compliance

Managing Inquiries

Legal(Risk tolerance)

Company policy on open source

licenses

Checklist for SW procurement

M&A, Corporate

Development

Software Procurement

Company policy on mixing code under different licenses

Integrate compliance tools

with build systems

CONSUMPTION AND COMPLIANCE PROGRAM ELEMENTS

Distribution

Auditing

Notices

IP evaluation tool

Organizations

Software Freedom Law Center

The Linux Foundation

Open Source Initiative

OpenChain

Open Compliance Program

Free Software Foundation

Software Freedom Conservancy

TODO Group

Contribution Open StandardsDedicated Group

Policy and process on project contributions

Guidelines and contribution training

Contribution Approval Team

Increased participations in key open source projects

Establish open source group

Hire from open source projects

Support open source foundations

Host open source events

IT infra to support open source development

Participate in relevant open standards

Establish/recognize open source career path

Support communities of projects you depend on

Consider open sourcing internal technology as

reference implementation

CONTRIBUTIONS PROGRAM ELEMENTS

COMMUNI TY

Samsung’s Experience

Getting a taste

of Open Source (Embedded Linux)

20132014

Increased

Adoption

Proliferation

15 years open source journey

Samsung Open Source Group - CONFIDENTIAL | © SAMSUNG Electronics Co.

Today: Which product doesn’t use open source software?

• More open and transparent collaboration

• Better programming skills

• Better software and system design skills

• Better integration skills

• Modular and scalable coding skills

• Software re-use skills

• Continuous testing and integration cycles

A push towards software innovation

We continue to build, refine, and scaleour open source infrastructure.

• We also kicked off several inner sourcing efforts.

• We see inner sourcing as:

– A bridge between consumption and contribution;

– A method to sharpen your open source skills internally before stepping into upstream contributions.

Inner Sourcing

Contribution

Compliance

Consumption

Inner Sourcing

What have we learned?

Key dimensions to enterprise open source strategy

Open Source Strategy

Project & Community

CultureProduct

Direct product enablement

• Fulfill open source development requests from R&D and product teams.

• Upstream internal code into open source projects.

• Implement and upstream related drivers.

• Support open source compliance efforts.

Indirect product enablement

• Stabilize upstream projects used by products.

• Participate in internal policy discussions and decisions representing the open source perspective.

• Effectively influence the upstream projects via thought leadership and code contributions.

Upstream dev enables better products

• Less work for product teams.

• Minimized cost to maintain source code and internal branches.

• Better quality code.

• Faster development cycles.

• More stable code bases for products.

• Better reputation for the company in upstream projects.

Focused open source upstream development enables better products

Challenges – We need to adapt to collaborative development practices

Development model

Collaboration

Transparency

Meritocracy

Team formation

Hiring practices

Right success metrics

Governance

Compliance

Contribution

Approvals

Operational model

IT infrastructure

Development tools

Tracking metrics

Knowledge sharing

Code reuse

Culture Processes Tools

It takes time, perseverance, and persistence.(years/patience/determination)

Guiding principles that enterprises need to embrace

You can’t hire all the smart people in the world. We need

to find ways to collaborate with them.

Open source R&D creates significant value. Internal R&D claims portion of that value.

You don’t need to create the project to benefit from it.

Practice what you preach: openness and collaboration.

Key elements to succeed

Focus your contributions on upstream projects that would directly benefit your strategy and products. (Internal ROI justification).

Be the upstream partner for product teams.

Grow open source talent in specific technology areas relevant to your products. Convert your existing developers to contributors.

Improve internal participation with relevant open source foundations and their projects.

Encourage and enable your developers to attend and speak at conferences, network with peers, share ideas and be visible.

Mastering open source is an on-going journey

and not a destination.

• Open source leadership can’t be given.

– It must be earned.

– You earn it by consistent participation and contribution.

• Open source leadership can not be taken away.

– You lose it by lack of participation and contributions.

Why an ongoing journey?

• Create a feedback loop:

– Create a way to more accurately spot errors and identify improvements that are having an effect on learning.

• Deliberate practice:

– Focus very deliberately on the sub-skills that make up an overall skill.

• Practice (active) participatory methods of learning:

– Discuss

– Practice

– Teach

How to improve learning?

Mastery is accelerated enormously by adopting and excelling at consumption, compliance, inner

sourcing, and contribution.

Mastering Open Source Ibrahim Haddad, Ph.D.

VP R&D, Head of Open Source Group

@IbrahimAtLinux

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