My talk at the TechniClick session of GovTech (South African government IT conference) in Durban on September 10th, 2011

1. Creating a FOSS ecosystem
to facilitate government
FOSS policy implementation
Dr Derek W. Keats
dKeats Innovations
[trading under of Kenga (Pty) Ltd]
http://www.dkeats.com
derek@dkeats.com
+27 82 787 0169

3. Ecological
Complex system
with emergent
properties
Direction
Synergy

4. Kelp forest Structure
Canopy
Layers
Epiphytes
Water
column
Understory
Encrusting

5. Five layers of a FOSS strategy
The organisation puts resources, either
Create a money, a software developer, or
documentation resources into an existing
Process
project project.
The organisation puts resources, either
Join a money, a software developer, or
documentation resources into an existing
project project.
The organisation sponsors an external
Sponsor a agency to create a tool on its behalf, and
project may assist that agency to locate other
sponsors who could join the project.
The organisation makes minor
Adapt existing adaptations of existing tools to serve its
own peculiar business needs.
Product
The organisation uses existing FOSS
Use existing tools, such as GNU/Linux, and does not
contribute to their development.

6. Five layers of a FOSS strategy
Create a These are
Process
project the layers ...
Join a They are not mutually
project exclusive, and for a
strategy of the scope of
Sponsor a the SA Government
project FOSS strategy, all of
them should be present.
Adapt existing
… of your FOSS
Product
Use existing ecosystem

7. Ecological processes

8. Ecological processes
Predation

9. Ecological processes
Predation
Symbiosis
Competition
Herbivory
Primary
production

10. Align for success
Commitment
Vision People Process Technology
Clear Skills Creation Application
Known Knowledge Deployment Supporting
Aligned to Competencies Operation applications
other visions Connectedness Support Operating system
Aligned to Emotional intelligence Enhancement Hardware
other strategies Problem solving ability Innovation Network
Other strategies Attitudes Change management Internet
aligned to Beliefs Communication User devices
vision Passion User operating
Fears system
Hidden agendas User applications
Politics
Underpinned by: appropriate and sustainable finance
Start here Do these together

11. Align for success
Commitment
Vision People Process Technology
Clear Skills Creation Application
Known Knowledge Deployment Supporting
Aligned to Competencies Operation applications
other visions Connectedness Support Operating system
Aligned to Emotional intelligence Enhancement Hardware
other strategies Problem solving ability Innovation Network
Other strategies Attitudes Change management Internet
aligned to Beliefs Communication User devices
vision Passion User operating
Fears system
Hidden agendas User applications
Politics
Underpinned by: appropriate and sustainable finance
Start here Do these together

12. Align for success
Commitment
Vision People Process Technology
Clear Skills Creation Application
Known Knowledge Deployment Supporting
Aligned to Competencies Operation applications
other visions Connectedness Support Operating system
Aligned to Emotional intelligence Enhancement Hardware
other strategies Problem solving ability Innovation Network
Other strategies Attitudes Change management Internet
aligned to Beliefs Communication User devices
vision Passion User operating
Fears system
Hidden agendas User applications
Politics
Underpinned by: appropriate and sustainable finance
Start here Do these together

14. Organisation
Perpetual Process &
skills technology
shortage innovation
Locus of control
vendors lead
Dependency / Technology
Outsourced skills
transfer
Sales /
Technology centred People centred
Locus of focus

15. Organisation
Perpetual Process &
skills technology
shortage innovation
Locus of control
r
a jo n
M sio
n
te
vendors lead
Dependency / Technology
Outsourced skills
transfer
Sales /
Technology centred People centred
Locus of focus

16. Processes relevant
to a successful
FOSS strategy

17. Development
Training and
JIT learning Implementation
Support
Build a
Procurement mindset of
innovation
Foster growth
of FOSS
businesses
Foster FOSS
Research & . . . etc
Development

18. Ecosystem & their biological
communities have organisation

19. Silos
Vertical
organisation

20. Silos

21. Silos
SITA
XXXX
What are
the horizontal
organisers?

22. Push and pull
Is it
identified &
adequately
powered
Driving
force

23. Push and pull
Is it
identified &
adequately
powered
Driving
force
Counter
forces
Are they
identified
and dealt
with?

24. System change

25. Desired state
Value to organization (or segments thereof)
Initial state
0
Degree of penetration within the organization
(Time as a proxy)

26. Desired state
Value to organization (or segments thereof)
n)
ppe
d ha
l
h ou
v es
belie
of ten
le
op
t pe
ha
(w
th
e pa
ïv
Na
Initial state
0
Degree of penetration within the organization
(Time as a proxy)

27. Desired state
Value to organization (or segments thereof)
n)
ppe
d ha
l
ou
y)
h
es
el
v
lik
belie
s
ten
i
at
of
th
le
op
st
pe
be
t
ha
(w
e
(th
th h
e pa at
ïv p
Na v e
c ur
n
Initial state Pai
0
Degree of penetration within the organization
(Time as a proxy)

28. Desired state
Value to organization (or segments thereof)
n)
ppe
d ha
l
ou
y)
h
es
el
v
lik
belie
s
ten
i
at
of
th
le
op
st
pe
be
t
ha
(w
e
(th
th h
e pa at
ïv p
Na v e
c ur
n
Initial state Pai
0
Degree of penetration within the organization
(Time as a proxy)

29. Desired state
Value to organization (or segments thereof)
L = Maximum loss of value
D = Duration of value below starting point
(actual will of of course be an integral) n)
ppe
d ha
l
ou
y)
h
es
el
v
lik
belie
s
ten
i
at
of
th
le
op
st
pe
be
t
ha
(w
e
(th
th h
e pa at
ïv p
Na v e
c ur
n
Initial state Pai
Zone of
latent
0 benefit
L
D
Degree of penetration within the organization
(Time as a proxy)

30. Area of zone of latent benefit
Wea
k stra
tegic
align
ment
Str
on
gs
tra
teg
ic a
lign
me
nt
Value of
pre-alignment
Minimum possible area
Degree of competency

31. Strong strategic Strong strategic
Strategic alignment alignment alignment
Competencies not Competencies
built built and strong
Weak strategic Weak strategic
alignment alignment
Competencies not Competencies
built built and strong
Competencies

32. Desired state
Value to organization (or segments thereof)
n )
p pe
Lost ha
ld
ou
opportunity
e sh
e liev
e nb
oft
y)
el
le
op
lik
t pe Potential
s
ha
ti
w gain
ha
t h(
t
pa
st
ïv e
be
Na
e
(th
h
p at Actual
e gain
rv
Fear-led path cu
n
Pai
0
Actions of
scoundrels
Pressure
of ignorance
Degree of penetration within the organization (or time)

33. Desired state
Value to organization (or segments thereof)
Lost
opportunity
th
e pa Potential
h
ïv
t
Na
pa
gain
e
rv
cu
The tragedy of the
in
Pa
Actual
lost opportunity:
Fear-led path
gain
hardly anyone notices!
0
Actions of
scoundrels
Pressure
of ignorance
Degree of penetration within the organization (or time)

34. Value to organization (or segments thereof) Former
desired
state
Continued ongoing
State at project
investment
completion
Initial
state
Next
opportunity
0
Time

35. Strength of ecosystem
● The President as an active champion
● Confidence
● Training and support
● Development and project management capacity
● Management commitment (not just lip service)
● Knowledgeable user community
● Procurement policies
● Business partners

36. Five layers of a FOSS strategy
Strength of ecosystem
Use Adapt Sponsor Join Create

37. Strength of ecosystem
● The President as an active champion
● Confidence
● Training and support
● Development and project management capacity
● Management commitment (not just lip service)
● Knowledgeable user community
● Procurement policies
● Business partners

38. Strength of ecosystem
● The President as an active champion
● Confidence
● Training and support
“Free” as in “freedom”
● Development and project management capacity
● Management commitment (not just lip service)
● Knowledgeable user community
● Procurement policies
● Business partners

39. Silos
Authority across silos

40. What progress have you seen with the
implementation of FOSS Policy 2007?
1. Use FOSS.
2. Migrate to FOSS
3. Develop in FOSS
4. Use FOSS Licensing
5. Promote FOSS

41. What, in your opinion, can the South African
government do to accelerate implementation of
the Policy?
Ecosystem

42. What procurement strategies, in your opinion,
can government implement to enable the
use of FOSS in government?
How about: How can
procurement strategies
help create a FOSS
ecosystem leading to
innovation, enhanced
economic growth,
stronger democracy &
better government?

43. Enterprise architecture
question
What kind of architecture
do we need that applies
FOSS practices &
principles whenever
possible?
What processes can
lead to the creation of
this architecture?

44. Thank you
This presentation was made
entirely using Free Software
Derek Keats, PhD
derek@dkeats.com
http://www.dkeats.com
http://facebook.com/dkeats