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.
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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
• 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
• 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
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