Greetings to all distinguished colleagues and friends. The Commonwealth of Learning is proud to support this AAOU conference and I must thank Professor Melinda Bandeleria, Dr. Naseer Navid and the organizers for the opportunity to be virtually present. Though I must say, I miss not being at this year's AAOU conference and that too in the beautiful city of Lahore. However, my topic today is ODL in 2020 and beyond and I have prepared this with my colleague Dr. Sanjay Mishra. In this presentation, I will first review the evolution of ODL and the different institutional models that have emerged over the years. I will then share examples of how some institutions have been preparing for 2020 and conclude with some key areas that we need to focus on as we prepare for the world beyond 2020. First, let us briefly touch on the evolution of ODL. We speak of the fourth industrial revolution today. What has been the impact of these revolutions on ODL? In the first industrial revolution, when the steam engine was invented, higher education made a transition from being elite to one, which anyone could aspire to, which means more move towards massification. The second industrial revolution was marked by the assembly line and mass production, when it became possible to produce self-instructional materials and offer correspondence courses. The rise of the computer and internet in the third revolution led to the emergence of open universities and today in the fourth revolution marked by artificial intelligence and robotics, we have open educational resources or OER and MOOCs. Now if we use Christensen's disruptive innovation model in higher education, we find open and distance learning as the real innovation at the bottom of the pyramid that continues to challenge mainstream face-to-face higher education. ODL as an innovation is now manifesting itself as online and blended learning. MOOCs, another form of distance education embraced by top research universities, is now challenging traditional ODL. So ODL, the initial disruptive innovation, is now being disrupted. So how can we reclaim our leadership in this field? When CALL first started its operations in 1988, there were 10 open universities in the common wealth, three in Canada alone with just one in Africa. Today there are 31 open universities in the common wealth, catering to nearly 5 million students. The trend is very clear. Developed countries are mainstreaming ODL in campus universities while developing countries continue to invest in single-mode open institutions. Most of these open universities were established in the 20th century but even those being established in the 21st century are following the earlier industrial model. So what's this industrial model as Otto Peters explained? The industrial model works through a division of labour, mass production and distribution and efficient planning and organisation. The world is changing rapidly but are we changing and keeping pace? If we look at young people, you know changing four jobs by the age of 31 is the new normal for our young people. We need to focus on skilling and re-skilling learners for the uncertain world of tomorrow. Learners will need to move back and forth from academia to employment. This could give rise to networks of multi-worth cities. Micro qualifications are already becoming as important as degrees. In addition, the faculty will have to become lifelong learners to acquire the knowledge and skills in new modes of delivery and pedagogy. Are our universities preparing for these changes? A Delphi survey was conducted recently to get the views of experts on what kind of universities will be needed in the future. The results of the survey suggest four possibilities. A future skills focus, a commitment to lifelong learning, multi-institutional pathways and personalisation of academic learning. Are ODL institutions thinking of these priorities? Let us look at some of the models of ODL institutions over the last 50 years. Asia has seen the greatest growth of single-mode open universities. Many of these are mega universities with enrolments of over 100,000. Alama Iqbal Open University, Indira Gandhi National Open University, Universitas Derbuka, University of the Philippines Open University, Open University of China, are all mega universities that are making it possible to provide affordable access to millions of those who would otherwise not have entered higher education at all. The single-mode open universities are still relevant today because of the large numbers that have to be still reached. We have an even larger number of dual-mode universities, some of which are again mega universities, mega institutions. The Open School of Delhi University has an enrolment of 150,000 students every year. In the US, the Babson Survey 2018 reports that 31% of campus students were taking at least one distance course. This model, this dual-mode model, normally uses the strengths of the existing faculty to reach more learners and is being seen as a viable business model for many campus universities. The Open University of Malaysia is an interesting example of the consortium model where 11 public universities are partners. This is a collaborative model where all participating institutions take ownership and share the benefits, calls on virtual university for small states of the Commonwealth or WASC, the Open Universities Australia and OER Universitas are different versions of this model. The strength of the model is the power of the network, collaboration and resource sharing. Because technology and the internet is making it possible, many countries have started virtual universities. The Virtual University of Pakistan, our host institution, has virtual campuses that offer blended learning opportunities to those who are not ready for a fully online provision. This blended approach is very effective for developing countries. The Open University of Hong Kong is an example of an emerging model that uses multiple strategies to open up education, including initiating campus provision they've started face-to-face classes and offering MOOCs. Each model demonstrates a response to the needs of a particular context at a particular time. However, all models have five elements in common. These are content, delivery, recognition of qualifications, flexibility and openness. Instead of developing courses from scratch, some institutions are using existing OER. Technology is being used to personalize learning through various delivery options and some of these universities are going beyond formal credentials to recognize prior learning. The emphasis is on flexibility and on becoming truly open. So how are institutions preparing themselves for the needs of 2020 and beyond? Universities today are facing multiple challenges. New emerging models of educational delivery such as MOOCs are both an opportunity and a threat to existing approaches. There is an increased pressure on vice chancellors and presidents to show results at minimal costs. Institutions must prove themselves as centers of excellence in research and at the same time produce employable graduates. So how are the Open Universities responding? The strategic plan of Athabasca University, Canada is entitled and let me quote, Imagine Transforming Lives, Transforming Communities. And positions the institution as open, flexible and everywhere. In order to meet this promise, it has adopted agile course development using OER, data informed student services, and a digital strategy that helps them to reach the remotest learners. Keeping pace with the changing times, the Open University UK has extended its global footprint through future learn its MOOC platform. It uses multiple media channels such as iTunes and YouTube to improve student support systems. University of South Africa is becoming increasingly paperless by using OER, e-books, e-tutors and e-mentors. It ensures that every student has access to a personal computer or tablet and the internet. The Open University of Tanzania is using technologies to address the issue of providing access to people with disabilities. The Open University of Mauritius is transforming its systems to integrate employability. Open University of Malaysia is using artificial intelligence to develop chatbots for personalized tutoring. So what do all these institutions have in common? They are using technology and open educational resources or OER, building partnerships and collaborations, strengthening learner support and making use of data and hard evidence to drive innovation and research. So what do we need to think about when we prepare for the 21st century and for beyond 2020? As you know, the global community adopted the 17 Sustainable Development Goals or SDGs of which SDG4 aspires to ensure inclusive and equitable quality education and lifelong learning for all by 2030. This goal can be achieved, however difficult it may be, with the significant contributions from the ODL community. So what kind of graduates are we developing? Are we producing lifelong learners who are ready for employment in the changing job market? Do they have a positive mindset for working with others? Are they responsible global citizens? The Open Universities of tomorrow will not just be industrial as in the past but will also be networked institutions with an increased emphasis on collaboration and sharing. We will need to revisit our institutional cultures and our business models. Institutional culture will depend on leadership and the extent to which we can motivate and inspire our staff to deliver results. New technologies can provide data for informed decision making, especially for the leaders. As practices change, so will our notions of quality. The focus of quality is now not just on inputs and processes as it was in the past but also on competencies, learning outcomes and the employability of our graduates. Student research supports the advantages of blended approaches. Learners want interactivity and instant feedback. We also need to guide learners to become self-directed and autonomous so that they are well prepared for learning throughout life. Since we are no longer testing only knowledge but also skills and competencies, we need new ways of assessing performance. Openness and flexibility requires that we recognize prior learning and make it possible for learners to transfer their credits anytime, anywhere. All of us need to invest more in learner support and technology can certainly help us to a large extent. Some institutions are offering 24-7 online hubs and call centers and these are proving to be very helpful but of course they must be run effectively. Learning analytics have helped to provide personalized learning and improvement in learning outcomes in many institutions who have tried this. But whatever model we adopt, let us ensure that our graduates have the three literacies that Robert Ahon proposes. First, the human literacy. Now this prepares students to perform jobs that only human beings can do. Human literacy will help them to make ethical choices, equip them for social engagement through effective communications. Effective communication is very important. Second, data literacy. Now this is very essential in a world driven by data. Learners must be able to find meaning in the flood of information around us. And the third is technological literacy which is essential if we are to understand machines and their uses. Learners must be able to use and deploy software and hardware in order to maximize their powers to achieve and create. So if we equip our learners with these three literacies, you know the human, the data and technological, we will be preparing them for 2020 and beyond. So with those few thoughts, let me wish the conference every success and thank you for your kind attention.


Ok, so I think we can get started but before just a small thing in Japanese for our Japanese friends.日本語を少し勉強しますが、日本でたぶん間違いがあれば、すみません。このプレゼンテーションは全部英語ですけど、ポイントの中で少し日本語を書いてみます。じゃあ、英語を戻ります。英語を now switch to English.Ok, so thank you so much for being here and for attending to my talk.今日のプレゼンテーションはチャレンジやオープニューリースをしています。まず、私のビデオです。I'm the Ospo Program Manager at Tudu Group.Tudu is a project within the Linux Foundation focused on open source program office.We are a group of open source program office practitioners that are working on resources, tooling and more ways to create sustainable and effective open source initiatives within organizations.Previously to that, I was at Vitergia that was a software development analytics firm and in there I focused and specialized in open source and inner source metrics and how to help organizations to the metrics model.2年間、私はデータサインスのマスタースデータに関することができます。And right now, I'm involved in all the open source communities, not only Tudu, but as Master Jay Khan also an open chain that is also sponsoring this room.Chaos for open source software development analytics metrics, DevRel Collective and inner source commons.So this will be the agenda of today.So first we will give you some welcome to OspoCon, to this track.Then we will move to the Ospo Evolution and share some of the challenges and opportunities based on the latest survey we conducted in Tudu Group.And finally some recommendations for those that are thinking about starting an Ospo or in the first stage of building its Ospo.And during the whole presentation we will have the Ospo mascot that is called Ospo Chi, because it's like Ospo and Mochi.So like for me it looks like a mochi, so like matcha mochi.So yeah, she will be also sharing some tips and advice for Ospo during the whole presentation.So okay, the first one.OspoConへようこそ.Welcome to OspoCon.I would like to give a big shout out to all our program committee that happened to have this task.And also to our community supporters, Open Chain and Tudu Group that made possible the OspoCon track and all the presentations and great speakers involved.And saying that, let's move now to the core of this talk.So I would like to start giving you some context of the Ospo Evolution, how has it been involved over the years and why it's important.So to start with, I will ask you a short question.So what do you think the risk are right now if organizations do open source in the wrong way, so incorrectly.Maybe 10 years ago that question will be easy to ask.Maybe you will say, well, yeah, we, I know it's important, but we are not using so much open source or maybe the organization weren't aware.Well, if you now think about this question, it has, the answer has changed a lot.Because right now we know the world runs on software, but if we go far beyond that statement, we can also say that right now software runs in open source.In fact, 78% of modern applications right now approximately contain open source components based on the recent study done by Sonatype.So this is good.I mean, I think open source is great.It creates enhanced innovation, faster time to market.Organizations know how to take care of open source and how to use and give back to open source.It can be a really powerful tool, but sometimes the problem is that organizations start using open source with no careand that can bring potential risk to the organization and also can damage the open source ecosystem.That's why I said the other statement.So the problem is not open source.Open source is a really good tool, but organizations need to understand how to use itand why it's important to not only use it, but contribute to it.And why it's essential for that.Because when interacting, when engaging with open source, I see two ways of doing that.The first illustration is ad hoc open source.And as you can see, it's like a mess.There was one, let's imagine.I'm working with my engineering team.My engineering team found a vulnerability in an open source project we were usingand we are trying to fix that issue.But we don't have a specific place to engage with these open source operations.We don't have processes.We don't have tooling to engage.We just need to fix that issue.And once it's fixed, let's move on.And we don't care anymore about open source anymore.And then maybe in a few months the same problem happens.And then you're wasting time fixing the same issues over and over and over.So that is ad hoc open source.You have one problem, you fix it, you forget it.But then we have another way of doing open source and engaging with open sourcethat is the strategic open source.So with the strategy on top of all the open source operations,organizations can see the big picture.And they have processes and tooling to engage in open sourceand then it's easier for them to advance in the open source journey.I think a way to see it is better.I think this graph describes quite well.Think about ad hoc open source as something that at the very beginningyou see that, oh yeah, we have fixed the issue.So it looks like we are getting more into open source.But you're not going to scale.You're going to reach the top because you don't have processes and tools.So you will get a stack at some point.Well, if you're starting to invest in open sourceand the company understands the value of building a strategyon top of the open source operations,at the very beginning maybe you don't see a lot of benefits.You don't see a lot of clear advancementbecause you need to start buildingall the processes and policies.But then if you spend more timeyou will see how this exponentially scales.And the way to achieve this strategic open sourceis sometimes called an OSPO.And I say sometimes because organizationsdepending across the regionsand the industries, they call it different.I've heard organizations calling itlike open source strategic center,open source operations team,OSPO or open source officebecause they don't use the word program.But don't think about the name itself.Think about what it means to have an OSPO.Think about is this vehiclethat helps to achieve this strategic open source.That in my honest opinion,I think right now is no longer optionalif you want to drive innovationdetects that.So what is an OSPO then?It can be described as a centralthe central space within organizationof all the open source operations that happens.And that means taking careof all the strategy around open source,around the processes,tooling,infusing open source to the organization.So how can we bring an open source cultureto the organizationand ways to educate the developersand the non-developersto engage with open source communities.Sorry about that.And there are four main benefitsthat an OSPO can have.One is the culture benefit.So it helps to reach this gapof traditional software practicesand open source dynamic.It also helps on continuity.So that is more like sustainabilityof open source in the long termfor organization.So remember when you do ad hocyou maybe spend monthsor weeks engaging in open sourceand then the project diesor the task dies.With an OSPOyou insert your organizationhas a culture around open sourceand the program continuesin the long term.It's something that is progressive evolving.And then toolsbecause when you are engagingin open sourceyou need to optimize processesand to adapt the internal toolingor the internal policies and processesyou had into the open source dynamicsthat maybe sometimes are quite different.So you create new toolsor you start using new toolsand increase this innovation.And finally education.A very important task of an OSPOis how to infuse this open sourceculture within the organization.That can also be seen as adoptinginner source principles.So not doing only open sourcebut how can the organization knowhow to contribute to a project.Because if they don't know how to do iteven though you have a lot of processespolicies or the compliance in placethe community is not going to exist.So also wanted to highlightwhat I said about the OSPO life cycleis not a program that has an enda beginning and an endbut it's a program thatit's continuousbecause open source it's evolvingthe tooling you're using todaymight not be the tooling you're usingin a weekin some weeks or in a yearand you need to be innovatingconstantly.So the open source continuesinnovation and the OSPOSwill be there all the time.So to also give yousome data and some contextthis comes from thelady's OSPO surveywe do a tutor groupas I mentioned earlierthe tutor group works in a lotof resources and some of themthe annual OSPO surveyto get a pulse ofthe OSPO evolutionacross time.So we've seen inthis year thatmore OSPOS are beingcreated.It rise to 50% of respondentsso 50% of respondentssay they had an OSPOand that was the highest levelin five years.So we can say thatat least the creationof them.We've also seenthat they're already bringingsome benefits so 65%of organizationsthat says they arecontributing code upstreamsay that they wereformallyhave an OSPO.So we can say alsothat the majorityof those peoplethat has the OSPOare embracingso OSPO can embrace opensour sustainability in somepoint.We can now move to somechallenges and opportunitiesspecific to ACIPPacific.I will beserving the datathat we collected fromthe open source programoffice 2022and these slides areright below.I've also uploadedmy slides I think in thein the event pagein case you want to go andcheck all the resources Iwill be serving during thispresentation.You can see that even thoughwe got37%of ourpeople said they were fromunited states and then thesecond mostarea was from Europewe can say like the third one90%of respondents camefrom ACIP Pacific.So these are someof the demographicsfrom the surveyfrom the data we will beserving.So let's first start withthe opportunity.The first opportunityis thatin ACIP Pacific hospitalswe discoveredthat the valuesis well perceived.Organizations knowat least more organizations knowthat hospitals are importantand so there is anopportunity to create new hospitalsin this region compared withother regions for instanceand there might be also moreroom to grow.One of the questions weask was how long agowas the program or initiativeestablished to those organizationsthat had an hospital and we'veseen that organizations inthe ACIP Pacific werepretty newmost of them to thisonly from this side liketwo years ago, one year ago.So this means theyhave room to grow.There is a lot of paththere is a long pathto fall and theycan start from the very beginningand start implementingthe rightpracticesfrom the very beginningand advance on that.About the challengeswhen askingwhat wasthe mainproblem, the main issuewhen organizationswhy the organizationsdidn't have an open source programwefound that those organizationsthat were headquarteredin the ACIP Pacificwere twice as likelyas the average organizationtowant a programbutthe time and resourcesto justify that.Time and resources seems to bethe top onechallenge, the top oneproblem in ACIPorganizations.AlsoChallengerequirementsACIP Pacific hospitalsaid that finding and requiringopen source developerswas the main challengein Europebecause we alsosegmented in different areasin Europe we found it wasmostly like the fundingfor NOSPObut in Asia we found that it wasmore like the talent requirementprovenof that and howI just wanted to highlighthow important it is to invest in trainingand educationto build more open sourceexpertsand people thathas knowledge and open sourceandalsothe organizationssize was a big problembecause organizationsin Asia pacific thoughtthat becausetheir organization is smallthe hospital wasn't for themI don't see this as a challengeso I will be explainingwhy I think also smallorganizations can have a NOSPObut let's move forwardbecause I will explain in the next slidesalso I wanted to highlightwe asked the primaryresponsibilities of the open sourceprogram initiativeand we divided groupin different categoriesand I was just curiousto see thatimplemented linear source practicesand was their open source culturedrop fromthe 2020survey to the 2022and I think that might be also a challengebecause as I saidyou can have all the open sourcecompliance in placeand all the processesand strategy in placebut if your teamsand your organizations doesn't knowcollaboratedoesn't know how tocontribute upstreamand doesn't have this culturethis open source culturethe community is not gonna growyou will get stuck in one layerand you want advanceso I just wanted to highlightthat's weirdwhy it has droppedjust for you to be awareand nowlet's move to the longest partthat are recommendationsto explainto explain this sectioninto the groupwe said something every timeso one sizedoes not fit allwhat does it mean?your ospo is not my ospoand what we cannot dois to createsome kind of templatethat covers everythingbecause the ospo changedepending on the sizedepending on the industryand the regioneven sowhat we do to the groupis we try to build best practicesandserial learningsthat how all the ospos are doingso people can take those templatesand adapt and find their wayso when servingthis recommendationI need to do thisto have an ospothink more about as a templatethat you can changeif you think it's importantif you think it's some partspeech for organizationand other parts doesn't fit tooso for those organizationsthat doesn't have an ospo yetthis isI found this last weekin the linux foundation Japan webpageand I didn't know that this existedbecause in theinglis version is notand I was likeoh my god this is super helpfulsothese are some of the questionsthat are useful to uswhen building an ospoand that canhave your organizations tosee if it'sthe right time to build oneor if it's needs or wherehow to start building one at leastfor instanceright nowcan you financially support itor do you have someonein your organization to lead itor you need to outsourceor you need to hire a new personfor that roleis it possible to workwith existing open source projectscan the project belaunched and maintained by the open source modelsor do you need to adoptsome of practicesto open source dynamicsand if you need further work on thatbefore start contributingand maintaining open source projectswhether you consider successfulhow can you adaptcan you align the businessobjectivesor theorganizations objectiveswith the ospo and the open sourceprogramis the project right nowcapable of attractingexternal participationor do you need tostart building a community for a scratchand last but not leastis there enoughinterest outside the organizationto grow a community of developersor do you needto build some guidelinesdocumentation and best practicesto enhanceall the people to contributeto your projectso once we have those questionswe can start thinking about how tostart establishingan ospoand I think I came upwith this idea of the minimum viableospothat can help organizationsto okay maybe don't havea lot of resourcesmaybe my organization is nothuge organizationbut these are like thethree, four thingsthat I should be doingand that I don't really needa lot of resourcesto start doing itto start building the minimum viableospo so the first thingis to find an ospo leaderto find someone that canlead this programso when thinking about the rolenot more about building a teamthinking about how many people do they wantbut think about the skillsthat that ospo leadermight be havingmaybe you can hirefive people with different skillsor one single personthat has multiple skillsand has knowledgeon different fields for instancethere are different rolesand as I saidyour organization doesn't need to havea lot of themjust prioritizegiven like right now theorganizations challengesand what you were thinkingwhen starting the ospowhat roles are the most importantright now for your organizationselect those rolesand start defining the idealospo leaderfor your organizationthen once you haveyour ospo leaderabout how to structureyour ospothere are differentthere is not just one wayto structure an ospothese are some of themas you can see these are more likecorporate based ospobut just imagine your organizationcame from the public sectorof our governmentsand so there is other waysto structure itas I said one size does not fitso you can havea virtual ospoand start a smallor no official ospoand then see how it evolvesor maybe for the large companyhaving a corporate level ospoor a full ospo teamoutsidethe otherdepartments for instanceand think aboutwhen building this structurein the organizational variableslike what is the organizationculture and valuesthe goals and the sizes and thingsand even thoughwhether they live in one place or anotheralso think that osposare cross formsso the ospos are not silentthey should be workingand communicate acrossdifferent departments that is the most important partand finallythe responsibilitiesof the ospothat I didn't serveok so I mean one slideso if you go to ospomindmap if you type in google ospomindmap you will see that we havein the tutor group we have a mindmapthat serves all the differentresponsibilities of an ospothat can be there are likefifteen or tenresponsibilitiesand the same happens thatwhen finding an ospo leaderyou don't need tohave all like the ospothat I need to take care of all of thembut prioritizewhere at the top the core onesand the ones that are most neededright now and then as the ospo growsthe ospocan start having more responsibilitiessoduring all this processthere is something well importantthat ospo should be coveringall the timethat areto be aware of how to resolvethe challengesthat are going tohappen while having this ospothat can be dividedinto culture,toling,processand continuitysoaround culture and educationthe challenges around culture and educationthe osposhould be find waysto improve transparencybetween departmentshow can not be working siloedbut also be workingacross all the departmentsand transmitthe value of ospos in all the departmentsalso to educate the teamsinto the ideasof meritocracyso how to engage in communitiesnot only for the developersbut also maybeto trainfind ways to train stockholdersand managersto understand how toengaging open sourcethe value of open sourceandoverall build mentorship programsand adopt inner-source principlesthat can easethis cultural changeand adoptionaround processessothis is find waysto modify internalpolicies if it's neededso for instance if our organizationcome from a traditional environmentthat they are not reallyknow how toengaging open sourcemaybe they need to change somepolicies to adapt themto the dynamics of open sourceand try to set up simpleinternal approval modelsthat doesn't take ages tohave a approvalfrom the organizationto upstreamcontributions, to enable upstreamcontributionsand ofcourse have an open sourcecompliance readyinplace to avoid legalproblems in the futurearound tooling is aroundidentifying and implementinto an infrastructureto automate processesand support open source dynamicsandlast but not leastcontinuityso that is more like sustainabilityospo sustainabilityso how to informstakeholdersand also thesponsors of thatospoand keep them informedof updatesthis is more to ensure that theospo doesn't diesiloatebut they need to reportso that's why metricsit's really importantin this placeospo sustainabilitybecause it allows to havedata in placeto share to othersand sometimes one of thechallenges of the ospo isso I speak one languagein my teamin the engineering teamit's really difficult to communicatewith them because they are speakinga different languagedata is universalwith the datayou can communicatehavinga metrics strategy in placefor the ospo can haveto communicate with other teamsand ofcourse with thestakeholders and thesponsors of this projectand sothere is another thingso once we havethe ospo thisminimum variable osposome organizations saidwell this is not enough we just needmore clear path to goand to keep moving forwardso in the tutoring groupwe develop a modelthat can havesome organizationsto advancebut please takeyou should know that this is notjust one modelfor all organizationsso for instance this model fitsreally well for those organizationsthat are reallycame from traditional environmentsand for instancethey are not using open sourceI mean they are using open sourcebut they don't know how to engage with open sourcethey don't have tooling in placeto engage with open sourceso that's why this model fitsquite well with thembut there are differentsimplates and there should bedifferent modelsfor different typesof ospo across organizationsso please whenthink about thisjourney adapt and findyour wayandthis modelis divided intodifferent stagesand also the series statesthat will be ad hoc open sourceand we will beservingI'm not going to get into detailabout this one in this talkbut in overallwhat this model explainsis that as the ospo level keepsgrowingthe ability to executeand to engage in open sourcegrows as wellinitially many osposfrom traditional environmentsstartswithin the legalpart and the legal stateswith legal educationso this is about providing open sourcecompliance, inventoryand developer indicationin the legal contextand once all theseprocedures and processes are in placeis when the ospocan start thinking about how tobuildeducation around communityhow can we train yourcanization like developersand other teams tocontribute upstream open sourcehow to evangelizeopen source use and beopen source firstand how to drive thisparticipation and once thecommunity knowsthe developers knows how tocontribute open sourcehow to encourage them to participateto open source projectsand how tobuild leadership roles in thecommunityand then in the engagement partis when maybe the organizationcan start hosting their ownopen source projectsgrowing open source communitiesfrom the project theyopen sourcedand finally the leadershiponce the organizationreally has a deepunderstanding of open sourceand a deep contribution of open sourceis when the ospocan become thisstrategic decision making partnerof the organization and canadvise the CTOand advise the engineering teamto which techstack they should be adoptingwhich techstack they should be contributing toand how the differentteams to be open sourcefirstsothese are some of thesome recommendations as wellthatoverall explains what I've startedduring the past once presentationsso once I start not fit allfocusing first on theseresponsibilities that are toppriority even though there is a widerange of responsibilities out therethat the ospo can do for youdoesn't mean that you need to takethem all at onceyou can just start firststart small and focus on maybeone two or three responsibilities firstand alsoI think this is importantdon't get lost in complianceI've heard so many organizationsthat they said we have beenhaving the ospo for ten yearswell I heard one ospo that saidwe have been in ospo for ten yearsand we are really great onall the compliance partwe have all the processesall the legal are perfectand the processes onmaybeaccepting certain projectsor not are greatbut we don't have a communitylike the developers doesn'tcontribute to open sourcebecause they didn't understand open sourceso it's important totalk about this education challengethat I mentionedbecause if not you can get lost in complianceso alsojust to end up withabout to doso we are as I said we are more than80 organizations that are supportingto do group and more than1800 ospo practitionersthat has been having to createthese resources that I've beento doand also collaborating with all the open sourcecommunities that are helping ospofor instance open chainor inner source commonsor xpdxthat we collaborate with themalsoto enhancethis crosscommunity collaborationand build better resources togetherthe two groups specializein five areas mainlytooling researchfor instance the ospo surveyfalls in the research sidenetwork we have a lot ofnetwork in spaceswe are now starting likelocal chaptersand across different regionsto try tountangle different challengesdepending on the regiontraining like we have an ospo101 courseand educationas I mentionedearlier so we havedifferentlike the global user groupsfor instance virtual ospology webinarsthe ospocon eventsand then for the general memberswe have someone that we callthe touch points and then we haveregional and local user groupsin Europe, in APACwe have the ospology life Europethat we are having everythree monthsin different areas in Europeand ospo local meetupsand alsofor those that are willing to knowhow to contribute to TUDOand its resources we havecontribution working groupsin EMEA and APAC time zoneand also in AMAR time zonethat is the ospology communityand all of that ispeople can freeand join free and happy toto join thisarchive channeland say hiresources that I've beenserving during this presentationsyou can find it in this slidesand if you go to all of theselinks you will get directedto the right specific resourceand that's allI think we havesome time for questionsand if you areafraid to askcan you explain more aboutthe KPIof the ospo organizationif you have somelocated groupor part of group kept aroundthe organizationthe ospo should be evaluatedwhat would be the KPII mean KPIdepends on the organization's goalsfirst you need toask sit withthe stakeholders maybeand all the departmentsand say how are you measuringyour work and thenwith that maybe you needto build different KPIfor it's teambecausethis will be about thathaving notbeing business valuein some majoroverstack for creatingoverstackyou don't havebusiness value to create a new groupis quite important for themfor the organizationto create somebusiness value orwhat ifgroup can have this valuefor their companythat's very importantand I think so building aroll map and havingclear milestones on each of thesestagesare going to help you to definethose KPIs and I think reportingis so importantfor instance in the chaos communitythat is focused on community health analyticsone of the methodology we useis the go-question metricapproach and that can worklike once you have defined a milestonelet's say so in one yearperiod we need towe would like tocontributex number of times to a projectso that youneed to ask some questionsand with those questions you can definemetrics and thatcan help you with the reportingbut as I said I don't have the answerso becauseit depends on the organizationI don't know what are your organization'sgoals only the peopleinvolving the hospitalcan know thatyou saidyou wroteok yeahI don't know thatthey only know that they are the onesthat know it normallyso when we havethis network in the spacesand talk about thatthose are under Charm's house rulescan serve the informationbut we cannot say who says thatsoyeahso the data we haveI think it was more than three companiesbutthis is the first yearweyeahok so wethe data is publicand you cantake that dataand I think there was one questionI need to checkbecause I don't know if we ask forexact region or we askare you from Asia Pacificmaybe for the nextyear survey what we can ask istell me where are you basedwhere are you headquartered in terms ofcountryand with thatwe can havemore segmented datafor thatyeahokI want to proposethat another companyfocused on Japanbecause we haveanotheractivity like open channelin JapanyeahcollaborationI think that is a great ideareally appreciate your feedbackand I think it can perfectly doneactually so we haveindeed the group we havelike a discussion forumwhere the community can proposecan send proposalsso if you think there is enough interestyou can document thatand send the proposaland we can of course havelike some kind of mini serieslike ospa survey mini seriesfocused on the specific regionsand if the Japanese market isinterestedI think that can also benefitthe ospa ecosystem overallthanks a lot for the feedbackand there we havereally focusing on the marketright now we don't have itbutahand so we askedseveral questions aboutdo you have ospa dedicated ospaor about ospaand we correctedmost 40 or 50 answersso we candata with ospawe canwe canwe canwe canwe canI share withshien and sothat we canproperlywe can collaborateand we can havesomething better for the next yearwith all the communities以上ですありがとうございます


Andy, five awards for you in total. Players player of the year, player of the year, must be a good feeling. Over the moon, if you get recognition from your teammates, I always think it's a massive thing, so I'm obviously proud to win that, and it's a proud moment for me to win and play the year. Does that almost mean more to you? You know how much the fans love you. That was something of a given that you're always going to win that, but to have the players, your teammates as well, showing their love for you, does that mean a little bit more? Yeah, of course. Over the weeks, when I'm playing, the love I get from the fans means everything to us, and to get players to play and to show what your teammates think of me, it's a great and very proud moment. To have won the main award as voted for by the supporters, but also a couple of the supporters' board awards as well, it shows that you've been so popular this year, and it really has been a fantastic year for you, hasn't it? Yeah, I mean, like I said at the beginning of the night, when I was up there getting the award, it's always nice to win awards, and to get five, it means the world to me, and yeah, I think I've had a good season, and you know, we've got a game on one day, hopefully I can do something in that game, and we got the win, and hopefully get a kick on in the playoffs. Where has this season ranked for you, do you think, in terms of your career, you're 32 now, but you look to be in the form of your life in a minute? Yeah, I mean, like I said, I've scored the most goals in my career now this year. To top it off, to make it a great year, a great season, promotion would be lovely. And of all the goals you've scored this season, do you have any favourites? Can you say that you've got any favourites? I guess you'll say every goal is a goal, but you've won the goal this season as well for that one at Gilliam? Yeah, I mean, like I said, every goal does have my own goals in, but yeah, that one at Gilliam was a special one for me to pick the ball up how I did, but there's been a couple of head-up against Colchester last minute to get a goal like that, different circumstances. You know, the volley against Hartlepool, there was many, there was a few goals I could say, but yeah, overall I'm happy. 50 goals for the club hit last weekend, 51 now the other night. You've only been here two and a half years, just short of two and a half years, to have achieved that in that short space of time and to have come here and seemingly always been prolific to the point where you've now reached sort of cult hero status within that period. It just speaks volumes, doesn't it, I guess, of how well you've taken to the club, how well people have taken to you and more than anything the form that you've hit while you've been here? No, of course. I've seen my goalsfarm record, it's good for the club. I mean, last year I obviously hit a bit of a patch where no striker once and I've come back this year and I've put that to bed and I've just kicked on. You mentioned Monday's game coming up, a really big one here against Slate and Orient. I think that's for you outside all that, all the car horns beeping, but in terms of the importance of that game and the importance of ending the season positively and achieving what we set out to do, I think that's really, really important, isn't it? And that's something that everybody should be aiming for? Yeah, of course. I mean, we've got to put Clugam to bed and, you know, we've had setbacks. We had our Jillingham the week before, couldn't see him later on and we've come back and beaten off Hampton and we've got to do the same on Monday and hopefully we get the three points. How much would it mean to you not just after this season where you've gone on such a run, but over the course of your rapid city career so far to go into Monday's game and take it to the playoffs and then achieve something special at the end of this season? Would that really be the cherry on the cake for you? Yeah, of course. I mean, we've got to take each game as it comes, but we need to go into this game. I mean, the worst-case scenario, the point we get in the playoffs, we want to win and then, you know, we get in the playoffs, we've just got to keep our head down and hopefully get the final and hopefully we win that.


So this video is part of a series. Be sure to check out the description of this video. There should be a link to the full playlist in there. And we're just going over the basics of the Linux shell. And today I'm going to show you how to do a number of commands on one line. Now this is going to be individual commands running one after another. So what you can do is I can say, let's say I have this command. I can say echo, hello world. We print out hello world. Let's say I wanted to do two commands one after another. Semicolon means this is the end of one command. Anything past this is a new command. So I can say echo, hello again. And you can see they both ran. First this one ran, and then the next one ran. And we can go on and on like that. It doesn't just have to be that command. It's internal and external. So I can also say in the last video we looked over the sleep command. I can say sleep for two seconds. So it's going to echo out hello world. Sleep for two seconds. Then continue with the hello again. There we go. Also something I didn't mention in the last video. You can actually also do fractions of a second. I should have mentioned that in the last video. So I can do 0.2 or 0.5 which would be a half a second. So there you go. And if I wanted to go even quicker I can do, there we go. So you can actually do increments less than a second. I should have mentioned that. And you can string together as many commands as you want in this manner. And again they're all individual commands in this aspect. And none of them are checking the output or the exit code of the previous command. Which things we'll look at in the future videos. We're going to get into some piping here. Which is where these tools become very useful. So I thank you for watching. Please visit my website filmsbychris.com. That's Chris with the K. There should be a link in the description. I hope you enjoyed this video. If you did be sure to like, subscribe, share, comment. That helps me out a lot. And as always I hope that you have a great day.