Cal Poly Story Copyright Robert Bojorquez 2004. This work is the intellectual property of the author. Permission is granted for this material to be shared.

Cal Poly Story

Copyright Robert Bojorquez 2004. This work is the intellectual property of the author. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given that the copying is by permission of the author. To disseminate otherwise or to republish requires written permission from the author.

Agenda

• Introduction• RFP Process• Implementation Cycle• Solution Validation – Demo System• Program Management Structure• Architecture Overview• Uniqueness in Architecture • Lessons Learned• Next Phases

"Copyright California Polytechnic State University, San Luis Obispo (CPSU), 2004. This work is the intellectual property of CPSU. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is

given that the copying is by permission of CPSU. To disseminate otherwise or to republish requires written permission from the author."

Cal Poly – An Introduction

• California Polytechnic State University – part of the California State Universities (CSU) system

• Central California – San Luis Obispo, 6,051 acres + 3,200 acre Swanton Ranch

• “Best in West” – US News• 100 Years Old• Approx 20,000 Students in Multiple

Curriculum – Engineering, Agriculture, Architecture, Science

• Emphasis on “Learn by Doing”, comprehensive undergraduate education, combining technical and professional curricula with arts and humanities.

• Average GPA of admitted students 3.73

Why Change?

• Current messaging system is outgrown and at end of life

• HP’s OpenMail• Steltor’s OpenTime• CalPoly’s user base grown to 25,000• Standalone systems – software end of life,

hardware aging and unable to manage increased mail volumes

• Needed a robust, scalable and integrated messaging/ calendaring system

How We Changed?

Key Outcomes

Detailed

Steps

The Selection Process

Evaluate VendorsFloat RFP

2 – 3 Months 3 – 4 months 1 month

Negotiate & Sign

Float RFP to invite Vendors

Evaluate responses/product and Vendors Final negotiations and contract signing

• Shortlist Vendors Filtering Criteria

• Collect Vendor Responses

• Start Evaluation Process

• Comprehensive Bench Mark Scores

• Final Short List of Vendors

• Publish RFP to Vendors

• Publish RFP in Public Media

• Develop Filtering Criteria

• Identify Vendors

• Reviewed Initial Product Demos

• Reviewed Comprehensive Product Demo for Finalists

• Evaluation Team reviewed vendor responses

• Evaluation of Product based on pre-defined requirements and benchmark scores (Usability, Functionality, TCO and Reliability)

• Buyers collected scores and did comprehensive analysis of scores

• Decide final short list of vendors

• Involved campus committees and student classes and groups

• Pricing

• Legal

• Ability to support CSU wide Master Enablement Agreement (MEA)

• Implementation Support

• Reference Validations

• Develop MEA

• Validation with Chancellor’s Office

• Signed Agreement

• Prepare for Implementation

Build RFP

2 – 3 months

Followed a comprehensive process of Building FRP

• Working RFP Document with several Iteration

• Final RFP

• Validation/ Acceptance from Chancellor’s Office (MEA)

• Formed a Cross-Functional RFP Team

• Built a list of “Must Have”, “Should Have”, “Could Have” and “Nice To Have” requirements

• Built Consensus with RFP Team

Why Oracle Collaboration Suite

• Solid Messaging/Calendaring products• Other Integrated Tools supporting future

growth and expansion• Unified Messaging capabilities to combine voice

and e-mail messaging• Strong support for content management through

suite of products including Files component

Oracle Collaboration Suite

Analysis and Design

Installation and Configuration

Conversion and Migration

Transition and Deployment

4 Phases of the Implementation cycle

Analysis and Design• Build a team• Establish project governance• Document business requirements• Assess and document current and future infrastructure needs –

DEFINE SCOPE!• Create a deployment plan• Brand and Market the product

Analysis and Design

The primary goal of this phase is to get acquainted (project “kickoff”), document business requirements, assess current and future infrastructure, and create a deployment plan

Organization/Team

Polycomm Implementation Team(PIT)

R. Bojorquez - Manager,Broome, Anderson

(David Ross Director)

CSA, Intel,Sun groups

Richard Walls

FunctionalDavid Mason

PC/LAN, LabsDoug Scheel

AIM-InfoMgmt

Theresa MayAIM-Application Mgmt

Linda Sandy TrainingDavid Blakely

Service DeskTerri Olivera

Polycomm Advisory Group

Faculty (Bowker,Greenwald), Lan Coords,

ASI, IRMPPC, AACC, IACC,SC3, FDN, Hanley, Ross,

Resnet,Oracle Consultant

Policy/AssuranceMary Shaffer

Financial/FiscalLynette Klooster

PolyComm-teams.vsd

Executive Sponsor/OCIOJerry Hanley

Project Governance

• Communication Plan• Status Reporting• Issue Management• Project Collaboration

• File/Doc and other project info sharing : https://iprojects-files.oracle.com

Analysis and Design

Collaboration : iprojects.oracle.com

Customer Collaboration Suite Implementation

Deployment Planning• Review initial project plans• Architecture Planning

• Performance and scalability• High Availability and Disaster Recovery• Network Planning

• Migration Planning• Directory migration/integration (FERPA implications)• Content Migration

• Deployment Logistics• Timing• Training• Communication Plan• Help Desk

Analysis and Design

Installation and Configuration• Deploy/Configure physical infrastructure• Install the Collaboration suite• Configure the Collaboration Suite

Installation and Configuration

During this phase, the project team will install and configure the Collaboration Suite software as per the plan produced in the previous phase.

Conversion and Migration• Finalize decisions regarding cutover date and plan• Design and build programs to migrate existing data• Migrate users and data (Server data as well as desktop data-

distribution lists, message stores, calendar events, etc.)

Conversion and Migration

During this phase, the project team moves existing data from the previous systems into the new system. Approach and timing are determined prior to this phase.

Flip the big switch - Calendar

• Systems are brought down, information is migrated, new systems brought up• Advantages

• Entire community of users experiences change simultaneously• Minimizes interoperability issues between systems

• Disadvantages• Support issues across diverse user base• Risk

• Recommendation• Smaller installations only

Conversion and Migration

Staged or Phased Implementation - Messaging

• Different groups (i.e. geographies or divisions) of users are migrated to the new environment over a period of time.

• Each “group” experiences the “big switch”

• Advantages• Reduces impact of “new” system

on overall company productivity• Allows for IT learning of process

and opportunity for self-sufficiency

• Disadvantages• Takes longer to be fully migrated• Requires more planning to solve

interoperability issues

• Recommendation• Most larger environments should

be “Staged Migrations”

OR

Planning Steps - Overview

• Plan for co-existence• Longer term co-existence inevitable

• Incoming email, etc. will not stop during migration• Ensure access to mission critical systems• Ensure data is not lost

• Prepare and Train your Organization• Good support training and knowledge

Easy Complex

Migration = Move Data + Process

Conversion and Migration

Analysis and Design

Transition and Deployment

Transition and Deployment• Document final architecture• Verify production readiness of new environment• Integrate new environment into IT infrastructure• Train IT staff and end users• Deploy the system into production

During this phase, the project team deploys the system into a production environment per the deployment plan produced in the first phase.

Critical Success Factors

• Strong executive sponsorship• A detailed and realistic plan (allow some

flexibility)• Measuring and reporting progress• Teamwork• Communication/Coordination• Timely resolution of issues – if necessary

escalate

Technology Architecture

BasicsCharacteristicsCharacteristics Details DetailsNumber of UsersNumber of Users

25,000+: Staff, Faculty, Students,off-campus users, Authorized 25,000+: Staff, Faculty, Students,off-campus users, Authorized Organizations etcOrganizations etc

Geographical LocationsGeographical Locations At San Luis Obispo - 230 miles south of San Francisco At San Luis Obispo - 230 miles south of San Francisco

Part of the 23-campus California State University system Part of the 23-campus California State University system

ComponentsComponents Unbreakable Linux :Red Hat AS 2.1Unbreakable Linux :Red Hat AS 2.1

First Stage – Email and Calendar (out-of-box)First Stage – Email and Calendar (out-of-box)

Second Stage – Files, Ultra Search, Web Conferencing, Voice Second Stage – Files, Ultra Search, Web Conferencing, Voice Mail and FaxMail and Fax

ClientsClients OS: Windows, Mac OS 9x,Mac OS x.OS: Windows, Mac OS 9x,Mac OS x.

Browser: IE, Netscape and SafariBrowser: IE, Netscape and Safari

Email Clients: Outlook, Outlook Express, Netscape,Entourage Email Clients: Outlook, Outlook Express, Netscape,Entourage and Web Browser (POP and IMAP) and Outlook Connectorand Web Browser (POP and IMAP) and Outlook Connector

Calendar Clients: Corporate Time 6.0 & 9.04, Outlook Connector, Calendar Clients: Corporate Time 6.0 & 9.04, Outlook Connector, Web Access, Hand Held Calendar(Corp Sync)Web Access, Hand Held Calendar(Corp Sync)

Outgoing SystemsOutgoing Systems HP’s Open Mail, Open TimeHP’s Open Mail, Open Time

Steltor’s Open CalendarSteltor’s Open Calendar

HP Servers DecommissionedHP Servers Decommissioned

Basics - Illustration

25,000 Users(Students, Faculty and Staff)

One System: Oracle Collaboration Suite

12 Colleges – One Campus

Hardware - IllustrationTier 1 : Infrastructure

2 Node (Red Hat Cluster Server)

Dell Power Edge 26502 * 2.8 GHz4 GB RAM

2 * 36GB HD3* GIG-E NIC

HBA ’s (to EMC)

Tier 2 : Application MT4 Nodes + BI 2 Nodes

Tier 3 : Database4 Node Oracle RAC

9.2.0.4

Dell Power Edge 66504 * 2.8 GHz16 GB RAM2 * 36GB HD4* GIG-E NIC

9iRACHBA ’s (to EMC)

Dell Power Edge 26502 * 2.8 GHz2 GB RAM

2 * 36GB HD2* 73 GB HD2* GIG-E NIC

HBA ’s (to EMC)

Tier 2 : Calendar1 Node

Dell Power Edge 66504 * 2.8 GHz16 GB RAM2 * 36GB HD2* GIG-E NIC

HBA ’s (to EMC)

Storage: EMC DMX1000

High Availability - Illustration

OID ProcessesSSO Processes

OID ProcessesSSO Processes

OID/ SSO/Meta Data Repository

Email Stores, Files (RAC)

Email & Calendar Services

Portal and BI Services

EMC DMX1000 Storage

Load Balancer (Cold Failover) Load Balancer

Special Characteristics

Central Provisioning

OCS DB9.2.0.5

OCS Middle Tier

BI DB

Oracle BI Middle Tier

OCS Infrastructure(Shared between OCS and BI)

Enterprise Directory (OID)– in Production

OracleData

WarehouseSolution

Other CampusApplications

(SCT, PeopleSoftEtc..)

Central Authentication & uPortal

OCS DB9.2.0.5

OCS Middle Tier

BI DB

Oracle BI Middle Tier

OCS Infrastructure(Shared between OCS and BI)

Central Authentication Services

Corporate Portal (uPortal)

Oracle Portal

WirelessWireless

WebWeb

Calendar

Outlook

Other CampusApplications

(SCT, PeopleSoft

Etc..)

Complete Architecture

Logical Architecture

Key Lessons Learned To Date

• OCS is a complex suite and is also newer toolset. Patching individual components can impact other pieces of the suite.

• Oracle has been very responsive in helping us work through these issues.

• Build a schedule with enough time to do things right – requires strong executive sponsorship

• Managing existing e-mail/calendaring systems will have significant impact on project

• Build and maintain teamwork to keep things flowing smoothly

• Integrating Business Intelligence tools into the same architecture added significant additional complexity

Status/Future Goals

• Fall 2004 – Winter 2005 rollout messaging and calendaring components to Students, Faculty and Staff

• Winter 2005 – Summer 2005 review in more detail additional OCS components. Heavy interest in on-line Files component and Web Conferencing

• Determine how OCS messaging and files components can best integrate and enhance university’s Learning Management System (BlackBoard).

• Focus OCS as the central hub of the university’s content management strategy.

Cross Institutional Outreach – No Child Left Behind