During the fall semester of 2009, I set out to understand the management process of the Sakai1 open source software collaboration project. This effort became my final project for the Managing InInformation-Intensive Companies course, taught by Morten Hansen. Using the framework to understand innovation, collaboration, and decision-making in organizations, I studied the birth of Sakai, its early development, and its current state. I found that the success of their product in Berkeley (bSpace) was based on Sakai's unique collaborative model. So, I studied the governance of the Sakai Project, hoping to understand how their organizational and collaboration models influenced their product. The Sakai Project reorganized itself in 2007 and adopted a unique governance and collaboration model to address the following issues: 1) Collaboration: Distributed development can lead to project silos. Tools need to be interoperable, and it's difficult for developers spread across the globe to coordinate this. 2) Governance: who makes the decisions? While bubble development is ideal, who will ultimately make the decision whether a new tool will be inserted into the source code? Also, who makes decisions about project requirements? I interviewed six people involved in developing, implementing, or supporting bSpace and Sakai. Through interviews, I attempted to understand the experience of key people at all levels of the organizations, keeping in mind that the interviewees represented a small fraction of the people at those levels. I found that in the previous governance model: There was no clear separation between those making the critical decision… at the center of the paper… a growing group of global developers. This decision helped leverage group collaboration to develop a better product. What were the constraints in implementing these changes? From what I could understand, the resistance to these changes came not from individuals, but from the organization itself. To explain this, we can refer to the concept of organizational inertia: large groups of people coordinating activities will have difficulty implementing new changes in processes and decision-making, just as a large ship has difficulty changing course quickly. Most people I spoke with said that the changes brought about by Project Sakai since 2007 have taken the organization in the right direction, albeit slowly. The most recent concern seemed to be with the development of the latest version of their product, Sakai 3, with respect to governance..