公共部门平台走向开放：通过开放式协作开发创建和发展生态系统
Public Sector Platforms going Open: Creating and Growing an Ecosystem with Open Collaborative Development
摘要：
背景资料：通过围绕开源软件和开放数据平台创建生态系统，并采用开放式协作开发做法，平台提供商可以利用开放式创新的好处。然而，在一个传统封闭的组织中采用这样的实践是一个成熟的过程，我们假设不可能没有摩擦地进行。目的：本研究旨在调查公共部门新转型的平台提供商可能面临的挑战，旨在采用开放的协作实践，围绕基础平台的开发创建生态系统。方法：一个探索性的案例研究是在瑞典公共部门平台提供商，这是创造一个生态系统周围的OSS和OD，与劳动力市场。通过访谈、文件研究和长期参与收集数据。结果如下：调查结果强调了开发人员对他们的工作受到公开质疑的恐惧，因为他们代表一个不断受到审查的政府机构。问题跟踪器、路线图和开发过程通常是封闭的，而多个渠道用于沟通，造成内部和外部的混乱。一些开发人员不愿意与外部沟通，因为他们认为这会干扰他们的工作。缺乏健康指标限制了跟踪生态系统增长的可能性，也限制了行为者做出投资决策的可能性。此外，据报告，自主的团队结构使内部沟通和共同愿景的执行以及协作复杂化。在相关工作的基础上，提出了一套应对挑战的干预措施。结论：我们的结论是，可能存在一些文化，组织和流程相关的挑战，通过早期了解这些挑战，平台提供商可以在构建健康生态系统的工作中先发制人。
英文摘要：
Background: By creating ecosystems around platforms of Open Source Software (OSS) and Open Data (OD), and adopting open collaborative development practices, platform providers may exploit open innovation benefits. However, adopting such practices in a traditionally closed organization is a maturity process that we hypothesize cannot be undergone without friction. Objective: This study aims to investigate what challenges may occur for a newly-turned platform provider in the public sector, aiming to adopt open collaborative practices to create an ecosystem around the development of the underpinning platform. Method: An exploratory case-study is conducted at a Swedish public sector platform provider, which is creating an ecosystem around OSS and OD, related to the labor market. Data is collected through interviews, document studies, and prolonged engagement. Results: Findings highlight a fear among developers of being publicly questioned for their work, as they represent a government agency undergoing constant scrutiny. Issue trackers, roadmaps, and development processes are generally closed, while multiple channels are used for communication, causing internal and external confusion. Some developers are reluctant to communicate externally as they believe it interferes with their work. Lack of health metrics limits possibilities to follow ecosystem growth and for actors to make investment decisions. Further, an autonomous team structure is reported to complicate internal communication and enforcement of the common vision, as well as collaboration. A set of interventions for addressing the challenges are proposed, based on related work. Conclusions: We conclude that several cultural, organizational, and process-related challenges may reside, and by understanding these early on, platform providers can be preemptive in their work of building healthy ecosystems.
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