Re: OpenChain Certification and Business Value
reza.alavi@wipro.com
Hi Jan,
I take your point of corporate change and thank you for highlighting change management as one of the critical issues. In my experience, I’ve seen many enterprises are struggling in their change management challenges while technology is continually changing. During the rise of regulation and linear software development, enterprises tend to demonstrate that they have fully auditable IT controls and regulate release into production systems. Therefore, they adopted a rigorous and sometimes entirely inflexible IT change management process approach. Some of the best practice frameworks, such as ITIL, are considered to create a responsible team (change advisory board) to assess requests for change against risk and their impacts and collision avoidance. The purpose of this is to balance the stability of enterprises and innovation. However, this traditional approach to change management created several challenges, such as increased overhead costs and, more importantly, the frustration for developments and operations teams. So, instead of change management being an enabler, it became a constraint.
The open source software compliance regime may not go smoothly to the RFC (request for change) process in many enterprises and creates a pain point for development, operation, security teams. Thus, open source compliance is seen as unmanageable and detriment to business.
I think it is time for some changes in the change management approach!
Warm regards, Reza
From: main@... <main@...>
On Behalf Of Jan Thielscher via lists.openchainproject.org
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Hello Aitken,
thank you for pointing this out. I can underline this experience as well. My suspicion is, that project ownership and traditional corporate structures are root causes of this.
We try to organize projects from the beginning as corporate change projects. This does not make it easier to sell, but it sets the right expectations at sponsor level. When starting a project initiated in corporate legal, you may succeed in IT / Dev but might fail in corporate purchase or later in HR, when it comes to adjusting developer contracts concerning contributions…
Thus I would suggest to frame it from the beginning as a corporate change.
Best regards Jan
Von: <main@...> im Auftrag von "Andrew Aitken via lists.openchainproject.org"
<andrew.aitken=wipro.com@...>
Shane, to your point, having been involved in building or advising on over 50+ governance programs, one area of weakness we consistently see is around supply chain management. Many organizations set up sophisticated processes, tooling and automation to manage code they build and deploy and only give a passing thought to code ingested or embedded and deployed in their products from 3rd parties.
Regards,
Andrew Aitken Global Open Source Practice Leader in/opensourcestrategy AndrewOSS_Strat 650-704-6321
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Thanks Mary. An important point.
Many companies have existing and effective measures in place to address open source compliance. OpenChain does not invalidate or forcibly replace these measures, but it does provide a unified method for approaching the problem space moving forward.
Because OpenChain is particularly useful in the context of supply chain management - both base compliance and in ensuring harmonized process approaches - it offers the potential offer greater effectiveness and efficiency than bespoke approaches. This is a key driver to our observed engagement and growth.
The bias in expressing business values tends to be towards reduced resource cost (less time on bespoke approaches and governance) with increased speed (faster problem analysis and remediation).
I do aim to have case studies unfolding over this year providing metrics, though in the specific content the % gained for ISO 5230 is still being unpacked due to the newness to market.
We will have a mini-summit shortly. Perhaps we can take an hour for existing conformant companies to talk about their derived business value?
Regards
Shane
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