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Introduction
In India, open source code software will have to come and stay in a big
way for the benefit of our billion people---- former President A.P.J. Abdul
Kalam.
Many software companies are hesitant to adopt the open source software
fearing the idea of letting go of their most highly guarded treasure Source
Code.
Earlier we have seen three revolutions which changed the face of India.
The first revolution was called the Green Revolution, which started in the 1970s
and took India from being a grain deficit to a grain surplus country.
The second revolution, in the 1980s, was the White Revolution (Operation
Flood) aimed to create nationwide milk grid. This operation helped in increase in
milk production which in turn helped rural development. Also, India became an
exporter of dairy products.
The third revolution, in the 1990s, was the Gray Revolution, which used India's
plethora of English-speaking engineers and scientists to capture a significant
share of the world's outsourcing business in software and pharmaceuticals. India
has done it before and it can do it again with Open source probably called as
open source revolution.
Some of the prominent drivers that enable the wide spread adoption of open source
in the world today is as below:
1)
2)
3)
4)
Quality
Any enhancements to the open source projects have to pass the regression
test cases before being added to the open source project.
Innovation reuse
The organization does not have to waste time reinventing the wheel but
instead the innovation can be used directly into its own products or can be
used to improvise the existing products or improvise the existing
operations.
Technical Competence
But the question is, do you need it? Is it of good quality? Is it reliable?
There are many questions one should answer to wisely chose a product to
meet the requirement.
1) Business Requirement
2) Functionality
3) Cost
4) Support
5) Software Development
6) Reliability
7) Performance
8) Scalability
9) Security:
10)Interoperability
11)Proven
12)IT integrator
13)License
Cost: Lesser cost is one of the primary drivers for adopting open
source. Open source software per se many not cost much to get the
software but there will be other cost like support, deployment,
staffing, indirect costs (such as downtime and training), and transition
costs (such as data transition). All this should be included in total cost
of ownership (TOC) and return of investment (ROI) calculation.
Support: Support is paramount for good sustenance. Look for
different levels of support. Many divide support into Silver, Gold and
Platinum support levels. Look at time taken to resolve issues raised
under different levels. Apart from vendor support also evaluate how
active and responsive the communities and support groups are
Open source software adoption saw a surge during deep recession in 2009. During
these tough times many organizations were looking for ways to cut cost with better
productivity and efficiency without compromising on quality and security.
In fact the organizations choosing this path drew innovation to a newer level.
Many fortune 500 companies chose open source path for an instant financial benefit.
No doubt that cost saving is one the major drivers to adopt open source, but there are
more to it than cost saving. Better system stability, better malware protection,
simplified updates for all installed software, free software licensing, availability of
application repositories and access to the source code.
It is completely built on open source like Linux, MySQL, Apache, and Python.
Their engineers contribute to and release a lot of open source products. These
gestures only indicate that open source is here to stay and grow.
Ernie Ball is one of the world's leading manufacturers of electric guitar strings and
accessories. They used to run their business with predominately proprietary
software. They hit the headlines in the music industries more often for their
amazing guitar products. Due to their daring move from proprietary software to
open source, they also hit the IT headlines.
Ernie Ball is a privately owned company, a family business that's been around for
30 years. For Ernie Ball being sued was as strange as guitar without stings. One
fine day, Sterling Ball, CEO, got a call informing him that Erine Ball may not be
software license compliant. He thought they were okay because they buy
computers with licensed software. After an IT audit they realized that they were
out of compliance by about 8% (out of 72 desktops). This happened when their old
desktops were moved to clerical department. People in this department used the
old desktops without wiping out the data and software which were not required.
Many proprietary software licenses are considered used when it is installed. It
does not matter whether the software is actually being used by a user or not.
Ball ended up paying thousands of dollars as penalty and legal fees. With this
humiliating experience, Ball decided to take the path where only the brave
dare to tread, Open Source. Ball told his IT department to move away from
proprietary software within 6 months.
Balls IT department looked every possible way to replace most of the
proprietary software with open source, Red Hat's version of Linux, the
OpenOffice office suite, Mozilla's Web browser. But few proprietary
applications that couldn't be duplicated by open source remained.
With this exodus from proprietary to open source software Ernie Ball had
immediate gratification of $80,000. This does not stop there; they continued to
save every time when they added a new desktop to their IT inventory.
3.2 IT@School
IT@School project was initiated by Government of Kerala in 2001. During the initial
years teachers empowerment programmes consist of proprietary software for the
lessons. They also realized the importance of Information technology knowledge and
extend it to students. They made it a compulsory subject for higher classes. As they
gained more insight into the Information technology and also assessed the money
spent on their desktop computer and the proprietary applications they realized the
importance of open source software.
They have come a long way from then on; this open source journey has been more
rewarding to them financially. They have replaced more than 50,000 desktops from
proprietary operating system with open source operating system. They saved
approximately Rs.11 Crores each year.
Even their software used to conduct their exams are developed on open source
platform. The advantage of using open source is more of ideological and
philosophical like sharing of knowledge rather than mere cost reduction. This
project helped them to be more innovative. Their first open source initiative was
development of a platform independent Operating system called IT@School
GNU\Linux. Below are some of their other initiatives:
1.Application software like Open office, GIMP, Dr. Geo, Rasmol, KEduca, Klab
etc.
2.Examination software to conduct IT practical examination to more than16
lakh students
3.Handbook for GNU\Linux prepared as a user manual for working in
IT@School
Most of us have at least one of it, we rely on it and it insures our life thats Life
Insurance Corporation of India (LIC).
LIC is one among the largest insurance company in India. It has been considered as the
Holy Grail for all the insurers in India. LIC was founded in 1956 with the merging of
multiple small insurance companies.
LIC has 8 zonal Offices and 113 divisional offices 3500 servicing offices including 2048
branches, 54 Customer Zones, 25 Metro Area Service Hubs and a number of Satellite
Offices located in different cities and towns of India. LIC had 13,37,064 individual
agents, 242 Corporate Agents, 79 Referral Agents, 98 Brokers and 42 Banks.
Earlier LIC maintained all the insurance records in papers and folders.
LIC learnt that IT could help them enhance their service. During mid-90s
they started computerization of their process and services. This helped for a
better customer experience.
Each branch office, divisional and zonal office had desktops for POS (point of
service) and servers hosting insurance applications.
With this scale of computerization it was a sight for sore eyes for all the
proprietary companies. But, with monumental financial saving open source
can provide, it was too good to ignore.
LIC has migrated all its servers to Linux, and uses Linux on close to 60
per cent of its desktop base of over 30,000. Total saving is approximately
USD 8.75 Million.
Just because open source is free, it does not mean it is free of challenges. In fact
challenges drive innovation.
Most of the challenges are due to lack proper pre-assessment and understanding of
business requirement.
5) Support: Open source support is not a new issue. This has been lingering for quite a
while. Many organizations argue that even though open source applications are free, the
savings is consumed by creating their own support strategies for open source. When
organizations buy proprietary software they will have a single contact point to get support.
But most of the open source support is provided by communities (a.k.a forums and mailing
lists) and it works well. But when you have a critical problem when the production server
is down you need support instantaneously, it is very unlikely we will be able to
commission the developers to release an update immediately when we have an issue. As
the open source matures, there are various business models being adopted to address
support issues. Some companies support specific open source software stacks like
SourceLabs provides an open source Java middleware platform, called SASH. It includes
Spring, Axis, Struts, Hibernate and Tomcat, with accompanying support. This enables
them to focus on the intermingled reliance a few pieces of software. And some other
companies(eg., Credativ) have positioned as one-stop shop for open source support for
almost all significant open source applications and platforms, including the many flavors
of Linux distributions, databases.etc .
When there is a need to set a standard in the market/industry sector, the National
Standards Body (NSB) of the respective country performs the feasibility check
on the existence of a national, or regional or international standard that meets the
market requirement. If yes, the NSB adopts the existing standard otherwise, a
new standard.
When a NSB decides to adopt a national standard from another NSB, an
agreement has to be reached prior to the adoption along with the financial
implications (payment of copyright fees etc,).
When a NSB decides to adopt an international standard, the standard can be
adopted As-Is or with modifications based upon the degrees of association.
Process
Each of the international standard organizations has their
own set of guidelines defining the procedures for the
national adoption of an international standard. For
example, a guide for national adoption of ISO standards
for American National standard details out the procedure
for adoption of ISO standards. Similarly, a procedure exists
for the national adoption of IEEE standards. However, the
process of adoption can be broadly classified to constitute
four main stages namely:
Identify
Review
.Approve
Maintenance
Stage 1 - Identify:
Whenever a need to set a standard becomes evident in an industry due to
market conditions, the industry reaches out to the National Standards Body
(NSB). The NSB performs a standard search to identify the existence of an
equivalent national or international standard. Based upon the result of the
search, the NSB decides to either adopt the existing standard or consider
creating a new one.
Generally the NSB should actively participate while developing new
international standards that are of interests to their nation. Reason being, active
participation during the development can significantly influence the content of
the standard in the interest of the nation that the NSB
Stage 2 Review:
At this stage, the international or national standard identified in Identify stage is assessed and
validated against the business requirement. The following questions can be considered during the
assessment:
Is the identified standard Open or Closed?
If the identified standard is closed, is it a de facto standard of the industry? If no, it not
recommended for adoption.
If the identified standard is open, is it effectively practiced in other countries? If no, perhaps
the standard is still in the development phase or the technology using the standard is
emerging. It is essential that standard that has been proven in the industry before use rather
than being an early adopter of the standard. We will see in the later sections of the chapter the
about the implications of being an early adopter.
Is the standard interoperable with other organization standard? Regardless of whether the
standard is open or closed, it is critical that the standard is interoperable with the standards
existing within the organization that is deciding to adopt the standard. Unless there is a
compelling business need, it is not advisable to adopt the standard that is not interoperable.
What are the potential risks and benefits with the adoption of the standards? The benefits and
risks have to weigh against each other. A plan to mitigate the identified risks has to be
created. When the benefits out weighs the risks, the standard is recommended for adoption.
Stage 3 Approve:
A review meeting is held to finally decide whether the identified standard
should be approved and adopted. The degrees of association of the national
standard in relation to the international standard are determined. If the
variation exists between the national and the international standard, the
deviations are clearly stated. The appropriate method of adoption is applied
as described in the previous section and the standard is published for
industry use.
Stage 4 Maintenance:
The amendments made to the international standard or the revision of the
international standard should be reflected in the national standard as early as
possible in order to maintain the equivalence of the technical content,
wording or structure of the standard. Similarly, the amendments to and
revision of the national standard should be made considering the impact on
the equivalence of the international standard.