book

Adopting InnerSource

by Danese Cooper, Klaas-Jan Stol

September 2018

Intermediate to advanced

187 pages

4h 46m

English

O'Reilly Media, Inc.

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Old Patterns of Development: Closed and SlowFactors Driving Open SourceProprietary HierarchiesThe Open Source WayWhy Does Open Source Development Succeed?What Is InnerSource?A History of InnerSourceWhy Do Companies Adopt InnerSource?Breaking Down Silos and BottlenecksReuseKnowledge Sharing and Full Stack TeamsInnovationImproving QualityStaff Mobility and Process StandardizationInnerSource TodayWhy We Wrote This BookWho Should Read This BookHow This Book Is OrganizedVisit Us OnlineAcknowledgments
Origins of The Apache WayFundamentals of The Apache WayMeritocracyTransparencyCommunity
Background on Internet Protocols for Voice CommunicationSIP: A Brief BackgroundThe Project: The Common SIP Stack (CSS)Phase 1 (1998–2000): The Foundational YearsPhase 2 (2001–2003): Opportunistic PartneringPhase 3 (2004–2006): Corporate Open SourceReflections, Insights, and DiscussionAdvertising and EncouragementThe SIP Asset: By the NumbersLooking BackAcknowledgments
Why InnerSourceStarting the BIOS JourneyEstablishing and Growing the BIOSphereBIOS ValuesBIOS Review CommitteeBIOS Governance OfficeAttracting ContributorsFrom BIOS to Social CodingSustaining Social CodingSuccess StoriesWidespread AdoptionDiverse Ecosystem of CommunitiesImproved CollaborationPersonal GrowthIncreased ProductivityAlignment with BusinessSuccess FactorsChallengesLessons LearnedConclusionAcknowledgments
A Little BackgroundAttributes of InnerSourceThe CheckOut ExperimentThe Onboarding ExperimentExecutive Air CoverMeanwhile, in IndiaLearning GoalsBeginning Symphony and InnerSource Brand DilutionInitial Symphony TrainingThe Contributing.md FileCadence of Check-InsOutcomesThe Rhythm of InnerSource WorkThe Future of InnerSource at PayPalAcknowledgments
Looking for New Ways of OrganizingStarting the Journey Toward InnerSourceWhy InnerSource?InnerSource ExperimentsSteps Toward InnerSourceGetting People on BoardLeading by ExampleInnerSource PrinciplesInnerSource ResultsInnerSource: One Year LaterInnerSource ChallengesBuilding Trust in Written CommunicationScaling InnerSource Beyond First ExperimentsGetting Other, Nondeveloper Colleagues on BoardCrossing the Boundary Toward Open APIs and Open SourceConclusion and Future OutlookAcknowledgments
The Changing Telecommunications LandscapeWhy InnerSource?Scaling Up Development CapacityReducing WasteImproving QualityStarting the Community Developed Software ProgramCreating Core TeamsSetting Up Contribution RulesSetting Up a Flexible CDS InfrastructureCreating the Governance CouncilSelecting Components and Development ModelsDevelopment ZonesCollaboration WorkflowMaking Collaborations HappenPillars of Community-Developed SoftwareSuccess: The User Interface SDK FrameworkLessons LearnedThe Future of InnerSource at EricssonAcknowledgments
Comparison of the Case StudiesProductProcesses and ToolsCommunity and ManagementGuidelines for Adopting InnerSourceProductProcess and ToolsCommunity and ManagementThe InnerSource Commons

Content preview from Adopting InnerSource

Chapter 9. Epilogue

Brian Behlendorf

InnerSource is an idea that has been long in the main, and it is really gratifying to see it finally gaining widespread momentum.

In 1998, the same year the term “Open Source” was coined, I had just sold my interest in the first company I co-founded, Organic Online. It was the same year that I and the group of volunteer developers known informally as the Apache Group, who built the Apache HTTP Server, began the work of forming a formal nonprofit corporation around our efforts, which led to founding the Apache Software Foundation (ASF) in 1999. But I also needed a new full-time gig, and I believed strongly that the way ASF engineers were using the internet to work together on what became the world’s most popular web server—this “Apache Way” of working (see Chapter 2)—was more efficient, agile, and powerful than any other software engineering process. I felt it was possible to make lightning not just strike twice, but over and over again.

So, I joined up with Tim O’Reilly (of O’Reilly and Associates), a venture capital firm named Benchmark, and a number of other collaborators and friends and started a company named CollabNet, to bring Open Source practices and principles to the rest of the software world. While I was perhaps more motivated to help companies publicly release their code, it became clear that enabling private software collaboration within corporate walls was just as valuable, if not more so. Tim coined the term “InnerSource” for ...