Software engineer and author Jason Myers on changing roles in a changing market.
We often hear about how the tech job market is booming and has space for newcomers, but what does that mean for the developers already in the market? In December of 2014, Fortune.com predicted that 2015 would be an excellent year for developers to change jobs. Citing Dice.com, they note that jobs are popping up all over the country. In fact, Dice’s survey also reports 40% of hiring managers seeing voluntary departures, a higher number than was seen just six months earlier.
These are all large, general numbers. What does a job change, and the changing market, look like for individual developers? To get a better sense, I spoke with Jason Myers, who is working on our upcoming Essential SQLAlchemy, 2e title. Jason recently went from working for the email marketing service Emma, Inc., to working for networking giant Cisco. Here, he talks about how a change like that feels, and how the market looks to him.
Can education and peer review keep a huge open source project on track?
When does a software project grow to the point where one must explicitly think about governance? The term “governance” is stiff and gawky, but doing it well can carry a project through many a storm. Over the past couple years, the crucial OpenStack project has struggled with governance at least as much as with the technical and organizational issues of coordinating inputs from thousands of individuals and many companies.
A major milestone was the creation of the OpenStack Foundation, which I reported on in 2011. This event successfully started the participants’ engagement with the governance question, but it by no means resolved it. This past Monday, I attended some of the Open Cloud Day at O’Reilly’s Open Source convention, and talked to a lot of people working for or alongside the OpenStack Foundation about getting contributors to work together successfully in an open community. Read more…
Not just for code anymore
Do you really want a technical book for your project? Does your community need to provide more helpful docs to support even more users? Does your community have a lot of knowledge they need to get out of heads and into bits and bytes? Do you have a good mix of technical experts and technical writers and users who would enjoy each other’s company for a week of hard work?
If the answer is yes, then consider a book sprint. If you’re in the open source world, you may have heard of a code sprint. A book sprint is a similar event, with an intense collaborative authoring session time boxed by a few days or a week. People get together typically in person to author and complete a book in a week.
Generally speaking it’s best if you have an idea of the scope and audience for the book prior to holding the sprint. These discussions can take place on line, such as on a mailing list or in a wiki page or Etherpad. You can also meet with future collaborators regularly, but understand, the first day of your sprint your book will certainly take shape. As book sprinter Adam Hyde says, “While you may not know the exact book you want when you go into the sprint, by the end you will have the book you need.”
For the OpenStack Operations Guide, we held a five-day book sprint in February 2013. OpenStack releases every April and October, and this timing was nearly halfway between two release dates. With Adam as our facilitator, seven authors agreed to work together and we nervously awaited our fate. We asked, “Could we complete a book in a week?”
The Havana release features metering and orchestration
I talked this week to Jonathan Bryce and Mark Collier of OpenStack to look at the motivations behind the enhancements in the Havana release announced today. We focused on the main event–official support for the Ceilometer metering/monitoring project and the Heat orchestration project–but covered a few small bullet items as well.
A report from OSCon
Every conference draws people in order to make contacts, but the Open Source convention also inspires them with content. I had one friend withdraw from an important business meeting (sending an associate) in order to attend a tutorial.
Lots of sessions and tutorials had to turn away attendees. This was largely fall-out from the awkward distribution of seats in the Oregon Convention Center: there are just half a dozen ballroom-sized spaces, forcing the remaining sessions into smaller rooms that are more appropriate for casual meetings of a few dozen people. When the conference organizers measure the popularity of the sessions, I suggest that any session at or near capacity have its attendance counted as infinity.
More than 3,900 people registered for OSCon 2013, and a large contingent kept attending sessions all the way through Friday.
Quality and security drive adoption, but community is rising fast
I recently talked to two managers of Black Duck, the first company formed to help organizations deal with the licensing issues involved in adopting open source software. With Tim Yeaton, President and CEO, and Peter Vescuso, Executive Vice President of Marketing and Business Development, I discussed the seventh Future of Open Source survey, from which I’ll post a few interesting insights later. But you can look at the slides for yourself, so this article will focus instead on some of the topics we talked about in our interview. While I cite some ideas from Yeaton and Vescuso, many of the observations below are purely my own.
The spur to collaboration
One theme in the slides is the formation of consortia that develop software for entire industries. One recent example everybody knows about is OpenStack, but many industries have their own impressive collaboration projects, such as GENIVI in the auto industry.
What brings competitors together to collaborate? In the case of GENIVI, it’s the impossibility of any single company meeting consumer demand through its own efforts. Car companies typically take five years to put a design out to market, but customers are used to product releases more like those of cell phones, where you can find something enticingly new every six months. In addition, the range of useful technologies—Bluetooth, etc.—is so big that a company has to become expert at everything at once. Meanwhile, according to Vescuso, the average high-end car contains more than 100 million lines of code. So the pace and complexity of progress is driving the auto industry to work together.
All too often, the main force uniting competitors is the fear of another vendor and the realization that they can never beat a dominant vendor on its own turf. Open source becomes a way of changing the rules out from under the dominant player. OpenStack, for instance, took on VMware in the virtualization space and Amazon.com in the IaaS space. Android attracted phone manufacturers and telephone companies as a reaction to the iPhone.
A valuable lesson can be learned from the history of the Open Software Foundation, which was formed in reaction to an agreement between Sun and AT&T. In the late 1980s, Sun had become the dominant vendor of Unix, which was still being maintained by AT&T. Their combination panicked vendors such as Digital Equipment Corporation and Apollo Computer (you can already get a sense of how much good OSF did them), who promised to create a single, unified standard that would give customers increased functionality and more competition.
The name Open Software Foundation was deceptive, because it was never open. Instead, it was a shared repository into which various companies dumped bad code so they could cynically claim to be interoperable while continuing to compete against each other in the usual way. It soon ceased to exist in its planned form, but did survive in a fashion by merging with X/Open to become the Open Group, an organization of some significance because it maintains the X Window System. Various flavors of BSD failed to dislodge the proprietary Unix vendors, probably because each BSD team did its work in a fairly traditional, closed fashion. It remained up to Linux, a truly open project, to unify the Unix community and ultimately replace the closed Sun/AT&T partnership.
Collaboration can be driven by many things, therefore, but it usually takes place in one of two fashions. In the first, somebody throws out into the field some open source code that everybody likes, as Rackspace and NASA did to launch OpenStack, or IBM did to launch Eclipse. Less common is the GENIVI model, in which companies realize they need to collaborate to compete and then start a project.
A bigger pie for all
The first thing on most companies’ minds when they adopt open source is to improve interoperability and defend themselves against lock-in by vendors. The Future of Open Source survey indicates that the top reasons for choosing open source is its quality (slide 13) and security (slide 15). This is excellent news because it shows that the misconceptions of open source are shattering, and the arguments by proprietary vendors that they can ensure better quality and security will increasingly be seen as hollow.
OSCON reminds us to open up (again).
The c-chair of OSCON reflects on the big ideas that I was hearing from the conference, as the open source community continues on its journey "from disruption to default".