Chapter 3. The Open Source Skill Set

In Chapter 2, we determined how to evaluate the maturity of an open source project. In this chapter, we look at what an IT department must bring to the task of using open source. Making open source a key part of an IT infrastructure involves a commitment to acquiring and maintaining a certain set of skills. The exact skill set for any open source project depends on the maturity of the technology used to build it, how well it matches the needs of an application, and the importance of the application in an organization.

The last chapter showed clearly that all open source projects are not created equal. At the most mature end of the spectrum, using open source is pretty much exactly like using commercial software. Mature open source projects offer everything commercial products do, plus the benefits of a thriving community, online resources, and a fully developed ecosystem. At the least mature end of the spectrum, open source projects can be little more than an idea, and some code that partially implements that idea. Using this sort of open source means, in effect, that you've joined the development team.

Choosing the right open source to use in an enterprise depends on the skill level of the company's IT department. Beginners will be able to use only the most mature open source. As an IT department's skill level increases, more and more value can be found in all sorts of open source projects.

The way that open source will be used is also key to understanding the commitment required. Trying open source in an experimental or low-performance context requires much less of an investment in terms of acquiring knowledge and skill building than choosing to use open source for a mission-critical function. The skills required of an IT department to handle each type of project are vastly different. In a low-performance context, you might have days to fix a problem, whereas mission-critical systems might need to be fixed in minutes.

This chapter explores the skills needed to handle open source of varying maturities and examines the risks companies take by using open source. When properly planned and executed, open source adoption can be a rewarding adventure that increases the power of an IT department.

The approach in this chapter will be as follows:

• First, we'll examine the relationship between an IT department's skills and its ability to use open source.

• Then, we'll provide a proposed taxonomy of increasing skill levels of companies, inspired by Geoffrey Moore's analysis of the high-tech industry, first published in his book, Crossing the Chasm (HarperBusiness, 1991).

• Next, we'll offer a description of the specific skills needed to be able to handle open source of varying maturities.

• We'll follow that with an analysis of the way the operational risk profile of a particular system affects the suitability of open source.

• We'll end the chapter with a discussion of how to progress from one level to the next, and how to transform individual skills into institutional skills.

Before proceeding further, we should mention the two most important skills of all: communication and sales. Persuading most organizations to use open source is a difficult task. By the end of this chapter, advocates will be able to make their case and detail not only the benefits of using open source, but also the responsibilities involved.

The ultimate goal of this chapter is to help managers and technologists in IT departments construct a realistic plan for creating and improving institutional skills, so they can unlock more value from open source projects and avoid the open source nightmare that occurs when open source adoption is not pursued carefully.