Olá, Após ler a ótima parte 1 https://joinup.ec.europa.eu/software/studies/issues-open-source-procurement-european-public-sector-i veja alguns trechos da detalhada parte 2: https://joinup.ec.europa.eu/software/studies/issues-open-source-procurement-european-public-sector-ii
Primeiro, alguns números assustadores do gasto com TI na Inglaterra : First, UK government IT is too expensive: "At £21 billion the annual cost dwarfs some government departments. It is three times the amount we spend on the army, more than the Department for Transport." Putting the government IT cost into perspective: it is between one and two percent of the UK's GDP, and almost ten percent of it is spent on the procurement process. Empresas de sw livre puras geralmente não superam as barreiras impostas nas licitações. Então são subcontratadas por grandes integradores. - just like in the commercial sector a decade ago, IT managers are afraid to lose their jobs when deploying open source, for even the enlightened people are surrounded by colleagues and senior managers that have no idea; to solve this problem with the middle management, and to empower people to explore these new ideas, the message that what they are doing is aligned to the ICT strategy is promoted; - the new government has brought in two new approaches: the mechanism of public transparency, and a mandatory check on IT projects over £5 million; furthermore, new contracts run for a maximum of one or two years, and contracts over £100 million in spend need to be split up; - good open source cases are promoted as an example implementation, but more case studies should be published; - the open source specialists at the administration are available for questions, help, and participation in open source projects; - where a twenty percent failure rate with the large software companies is seen as normal, the same rate with open source is seen as terrible; the difference is that in the latter case the twenty percent failure rate will rest on your shoulders; in practice, however, there is no difference: the impact of the risk and the cost are always with the customer; it is a myth that risk can be outsourced; - those who do not outsource and make their own IT decisions tend to have better values; or: intelligent customers make better IT decisions. - open source software is not free, but is often less expensive, and its costs specifically depend on the criticality of the systems; - to establish an effective path to open source solutions; a converging (rationalizing) IT architecture covering both servers and office systems is defined and maintained at interdepartmental level; it defines references and indicates preferred solutions for specific use cases, and is updated every quarter; this architecture must be implemented in each department's infrastructure, and be part of each new project and major overhaul; each department has to participate in the further development of the architecture, stating regularly how it has been using the architecture, what it has been doing outside this framework, and how the lessons learned were fed back into the architecture; - to activate a network of expertise on software rationalization; experts are naturally willing to share, and should be enabled by linking them into a network; that way specialist skills can be pooled between departments; several tools have been developed for this purpose: -thematic working groups with regular meetings; -open source software days to engage new participants; -thematic mailing lists; -collaborative sites for thematic resource sharing; Public administrations as well as open source suppliers say that the right procurement policies are currently in place. That, however, is not enough to allow supply and demand to meet each other directly. The gap between the two is currently bridged by system integrators who generally do not have in-depth expertise in open source or a connection with the developer community. What they do contribute at the moment, however, is the business continuity, professional services and management skills that the small open source specialist companies are unable to provide. We see a similar situation in the public agencies. The right people, familiar with the huge cost savings and other benefits open source could bring, are at the right positions. But there is a lot of inertia, making it hard for public agencies to take in this new model -- André Felipe Machado CEAGO/COTSC/COSTE As Lou Gerstner, former Chairman and CEO of IBM, observed: 'I came to see, in my time at IBM that culture isn’t just one aspect of the game; it *IS* the game.' ------------- - "Esta mensagem do SERVIÇO FEDERAL DE PROCESSAMENTO DE DADOS (SERPRO), empresa pública federal regida pelo disposto na Lei Federal nº 5.615, é enviada exclusivamente a seu destinatário e pode conter informações confidenciais, protegidas por sigilo profissional. Sua utilização desautorizada é ilegal e sujeita o infrator às penas da lei. Se você a recebeu indevidamente, queira, por gentileza, reenviá-la ao emitente, esclarecendo o equívoco." "This message from SERVIÇO FEDERAL DE PROCESSAMENTO DE DADOS (SERPRO) -- a government company established under Brazilian law (5.615/70) -- is directed exclusively to its addressee and may contain confidential data, protected under professional secrecy rules. Its unauthorized use is illegal and may subject the transgressor to the law's penalties. If you're not the addressee, please send it back, elucidating the failure." _______________________________________________ Cisl-comunidade mailing list [email protected] http://listas.softwarelivre.org/cgi-bin/mailman/listinfo/cisl-comunidade
