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1. Open Source Project Governance & Management Practices
Elisha Chitsenga | CISA
@Chitsenga

2. Agenda
1. BRIEF INTRO PROJECT GOVERNANCE & MGT
 Common objectives for a b/s organization.
2. OPEN SOURCE PROJECT MANAGEMENT PRACTICES
 Application of knowledge skills, tools and techniques
3. OPEN SOURCE PROJECT MANAGEMENT STRUCTURE
 Outline of the authority and control in open source.
4. PROJECT MANAGEMENT ROLES & RESPONSIBILITIES
 Roles and responsibilities of groups/individuals involved in open source
project management.

3. PROJECT GOVERNANCE & MANAGEMENT
 Open source project portfolio and/or a program management
structure - this assists in identifying common objectives for
the business organization, identifying and managing risk, and
identifying resource connections.
 All open source projects require
 governance structures
 Policies and procedures
 Mechanisms to ensure strategic and tactical alignment

4. Open source governance structures should involve the project and
functional line organization.
Should be driven by business case and there must be a periodic
review of the benefits achieved.
 hard factors – deliverables, quality, costs and deadlines.
 Soft factors – team dynamics, conflict resolution, leadership issues,
cultural differences
 Environmental factors – political & power issues, managing the
stakeholders expectations and the larger ethical and social issues
sournding open source project.

5.  Open source project management structure -
size and complexity of business/operations.
 Some roles and responsibilities may be grouped
or restructured.
 Segregation of duties have to be observed.

6. OPEN SOURCE PROJECT MGT PRACTICES
 Project management – application of knowledge,
skills, tools and techniques to a broad range of
activities to achieve a stated objectives such as
meeting the defined user requirements, budget and
deadlines for an open source project.
 It is a business process in a project-oriented
organization.
 Project charter

7. Project Management Process
1. Initiating
2. Planning
3. Executing
4. Controlling
5. Monitoring
6. Closing a project

8. MANAGEMENT STRUCTURE
 Three types of open source project management organizational
structures.
 functional- structured organization – project manager staff
function no formal management authority.
 Project- structured organization – project manager – formal
authority – budget, schedule and team
 Matrix- structured project organization -management authority is
shared between project manager and department heads

9. PROJECT STEERING
COMMITTE
 overall direction and appropriate representation
 responsible for deliverables – costs and schedules.
 project sponsor assumes overall ownership and accountability
STEERRING COMMITTE performs
 reviews progress and emergency meetings
 serves as coordinator and advisor
 takes corrective action – progress and issues escalated
SENIOR
MANAGEMENT
 commitment and approves the necessary resources.
Management roles & responsibilities

10. PROJECT
SPONSOR
 funding and determines CSFs and metrics for measuring success
of the project.
 data and application ownership
USER
MANAGEMENT
 assumes ownership & resulting system, allocates qualified team
reps and participates in process design, sys requiems definitions,
test case development, acceptance testing and user training.
USER PROJECT
TEAM
 subject matter experts (SME’s) – completes assigned tasks,
communicates them and works according to local standards
Management roles & responsibilities ..cont.

11. PROJECT
MANAGER
 day to day management and leasrship
 facilitates definition of the project, manage and control activities
via project schedule
QUALITY
ASSURANCE
(QA)
 reviews results and deliverables when each phase – confirms
compliance with requirements
 process based activities
SYSTEMS DEV
MGT
 technical support – hardware and software
 provides assurance
Management roles & responsibilities

12. SYSTEMS DEV
PROJECT TEAM
 completes, commucates and works with local standards
SECURITY
OFFICER
(SECURITY TEAM)
 effective level of protection – data classification -corporate
security policies and procedures.
 reviews security test plans and reports prior to implementation
 system security effectiveness
INFO SYSTEM
SECURITY
ENGINEERICER
(SECURITY TEAM)
 applies scientific and engineering - to mimise security
vulnerabilities or contain risk
 defines the needs, requirements, architures and designs –
princles of both defense in breadth and security.
Management roles & responsibilities

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