By Pär J. Ågerfalk, Brian Fitzgerald, Klaas-Jan Stol
This SpringerBrief discusses a number of different types of open-source-inspired outsourcing: opensourcing, innersourcing and crowdsourcing. It makes use of a framework-based comparability to give an explanation for the strengths and weaknesses of every method. by way of mentioning features besides merits and pitfalls of every technique, the authors offer nuanced and research-based recommendation to managers and builders dealing with software program sourcing judgements. the diversities and commonalities of those 3 rising ways are rigorously analyzed. Chapters discover the first demanding situations of reliability, potency and robustness in open-source equipment. Examples from commercial instances are integrated, besides huge references to contemporary learn. The short concludes with a comparative research of ways and descriptions key implications to concentrate on whilst outsourcing. software program Sourcing within the Age of Open: Leveraging the Unknown team is designed for pros and researchers drawn to outsourcing demanding situations. The content material can also be compatible for postgraduate scholars drawn to modern software program sourcing approaches.
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This SpringerBrief discusses a number of varieties of open-source-inspired outsourcing: opensourcing, innersourcing and crowdsourcing. It makes use of a framework-based comparability to provide an explanation for the strengths and weaknesses of every procedure. by way of stating features in addition to merits and pitfalls of every process, the authors supply nuanced and research-based recommendation to managers and builders dealing with software program sourcing judgements.
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Extra resources for Software Sourcing in the Age of Open: Leveraging the Unknown Workforce
2002; Gurbani et al. 2006, 2010; Riehle et al. 2009). Dinkelacker et al. (2002) described how this was a crucial factor for one of HP’s inner source initiatives, which is named CDP. It has been critical to CDP success to have a group of executive champions. In CDP’s case we have two champions, the chief technology officer and the chief information officer. These champions provide the urgency to the organization to start the change process. Riehle et al. (2009) wrote that managers of research projects are generally supportive of the volunteer contributions, but that managers of volunteers from regular product groups are typically skeptical in the beginning.
Philips Healthcare is organized in a number of “business units,” each specialized and responsible for the development of their respective products. 2 Product Cues We identified three cues that relate to the software product that is developed as an inner source project: seed product, multiple stakeholders, and modularity. Each of these is introduced with a brief synopsis followed by a more elaborate description and examples from the literature, and illustrated with two case studies. 1 Seed Product to Attract a Community To ‘bootstrap’ an inner source initiative, there must be a ‘seed’ product—a shared asset—that is of significant value to the organization, or at least of high perceived value.
2010). An inner source project will only attract users if it offers a significant set of functionality. However, when the shared asset becomes too “heavyweight,” it may be perceived as too difficult or inconvenient to use. Dinkelacker et al. ” This trade-off refers to a component’s completeness (utility) thereby broadening a product’s appeal (Robbins 2005), and preventing feature creep, making reuse of the component undesirable due to its complexity or size. One of the principles of collaboration in open source is egalitarianism (Riehle et al.