Club - Forum PA

Transcription

Club - Forum PA

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Project Case Study – The ‘Club’
Elliot Smart
Consultancy Manager - LogicaCMG
Agenda
Oracle and LogicaCMG
The Club Project
Background
Technical Solution Overview
Delivery Project Overview
Outcome, Lessons Learned and Next Steps
Oracle and LogicaCMG
Who are LogicaCMG?

Nearly 40 years of experience in IT
40,000 people in 41 countries
A broad portfolio across key industry
sectors for a worldwide client base
ISO9001:2000 and TickIT accredited
Listed on the FTSE, techMARK100 and
AEX exchanges. Approximately €4Bn
capitalisation

Approximately €4.5Bn turnover
worldwide

More than €450m UK Public Sector
revenue in 2006

2nd largest European-listed IT services
company by market capitalisation

LogicaCMG a top 20 global IT services
player and 7th in Europe by revenue
Oracle and LogicaCMG - ECM

Worked with Stellent since 2000

12 successful implementations

6 UK Public Sector projects

Key LogicaCMG ECM partnership
LogicaCMG chose Stellent because…
(as of Mar 31 Stellent became Oracle UCM)

Architecture – Integrated solution, interface and
repository

Total Cost of Ownership – Very cost effective
solutions

Vendor Viability – Financially sound, profitable,
long term viability

Leadership – Gartner ‘Leaders’ quadrant
The ‘Club’ Project
What is The Club?
The Club is a consortium of three government departments:
−
−
−
Each department had a pressing need to replace their existing
web sites and web infrastructure
They joined forces so as achieve economies of scale derived from
the implementation of a shared service and solution, based on one
hosted infrastructure with a shared deployment of application software
The contract is for a five year managed service and was awarded in
November 2005
A key focus of the solution has been the development of a core “software factory” for common
components, along with strong project and solution architecture management to ensure
maximum reuse of developed components
The solution also caters for department-specific functionality to meet their individual needs
Background
Existing platforms were not fit for purpose going forward
Dept of Health
Directgov
(25K pages,
25K PDFs)
(11K pages)
Dept for Education &
Skills
(300+ sites, 50K pages)
DotP
(Deliver on the Promise)
Launched in April 2003
Highly customised and
bespoke content
management solution
Multitude of different
technologies and platforms
Original “goals” of The Club
• To implement a hosted and managed
COTS based CMS Service which meets all Club
Members’ requirements and is capable of extension to meet future requirements without
extensive redevelopment, or significant additional investment
• To promote and establish
a collaborative relationship and a shared service
ethos amongst Club Members
• To use the collective power of Club Members to achieve very high quality Services at
affordable levels and achieve value for money and economies of scale.
• To ensure the commercial terms are a compelling proposition and advantageous to all
Members and remain so for the life of the Service.
• To create a Club environment that
encourages new Members to join.
• To implement collective governance and operational management that delivers the
appropriate level of representation, control and influence for all Club
Members in the running and development of the Service.
• To implement governance and financial arrangements that are fair and transparent to all
Club Members for the life of the Service Agreement.
• To achieve efficiency savings and improved Service to customers and stakeholders
Original Project Requirements
• Robustness of service and high
¾ unpredictable peaks, national
•
¾
•
•
•
availability
Distributed user base
Ease of use
Linking functionality
Transactions and application integration
• Personalisation and Localisation
• Multi-lingual support
• Decision Trees and user tools
• Search
¾
¾
¾
¾
¾
¾
¾
¾
• Extension of existing model
emergencies, etc
regional vs central gov, 62M citizens
wide variations of users capabilities
critical to support easier navigation
“Joined-up Government”, capturing
information once
Citizen Relationship Management
Welsh Govt, multi-cultural Britain
Navigation help, calculators, wizards
Cross-govt, local and central,
agencies, govt sponsored links
Central – Local content distribution
already in place
UK legal requirement, W3C WAI
‘AAA’
• Accessibility and Social Inclusion
¾
• User tracking
¾ Service improvement, reporting
The Xansa consortium
Prime Contractor
•
•
Service Management leadership
Delivery excellence
Implementation lead
•
•
Independent product selection
ECM implementation record
Core ECM Solution
•
•
Best fit package
Proven in Government
Hosting
•
•
Tier 1 provider
Genuine ‘On Demand’ service
Migration
•
•
Content migration specialism
Track record
The Solution
Logical Architecture
New solution is made
up of an assembly of
best of breed technology
components to form a
fully integrated, flexible
and scalable solution that
is shared by all Club
members
Strategic solution to meet
the Club’s long term
content management
requirements
Dept of Health
Directgov
Dept for Education
& Skills
Third party Integration & Assembly
Oracle UCM
The Solution - Challenges
Multiple Site Delivery
Content Migration
11,000 webpages for Directgov and 25,000 webpages for DH were
migrated from dotP into Oracle UCM using an automated process. The
content was checked in via Oracle UCM Web Services.
The key challenges were:
• Design/Document a stable Meta data Model and XML schema for each
Content Type.
• Define a process for loading content:
•
•
•
•
Validate 1 XML document manually to confirm XHTML compliance.
Prepare Content Server by disabling workflow and disabling all custom code.
Loading 1 XML document for each content type to validate load process and ability to index.
Viewing each content type through each type of template to validate quality of content.
• Performing a bulk load to validate greater volumes of content.
The main issues:
• Evolving design which meant that the goals for migration were never
fixed.
• The Migration company did not understand all aspects of the design and
so loaded content and Meta data incorrectly.
Accessibility
Sites were required to be AA compliant
(Original requirement was AAA + SeeItRight, similar to legge Stanca)
• Delivering compliant XHTML across a number of browsers including IE 5.0 on a Mac.
• Customising the out of the box WYSIWYG to provide clean/compliant XHTML.
• Override Oracle UCM Site Studio Includes to hide XML and Javascript from
the HTML source on Consumption.
The main issues:
• Site Studio required more effort than expected to make AA compliant. The WYSIWYG
in particular caused a number of problems.
• Migrated content contained a large amount of HTML which failed accessibility and
so support was required on cleaning this up and removing inline styling.
Search Integration
This involved integrating Oracle UCM with Autonomy K2.
• Delivering the search results page sub 2 seconds.
• Ensuring that content was searchable within 15 minutes of being published.
The main issues were:
• Indexing in a clustered environment. Dev and System test was not clustered
so unforeseen issues arose.
• Performance:
• The search engine was load tested over several hours which highlighted:
• Performance degradation.
• Memory Leak in K2.
• Issues around the use of different locales
• Ensuring that search results were always returned:
• This was because collections were switched offline/online in a split second and so
required a retry of the request from the client.
• Detecting that K2 is up and running - K2 does not return any form of error code.
Common Customisations
• Delivering a Link Bank solution to re-use link objects and determine on delivery
of the page wether the link remained a valid link.
• External Links stored as objects.
• Links to internal documents were embedded in XML using IDs to point to the page or
section. No hardcoding of links.
• Enabling the ability to override at runtime any title or description associated to the default
link object.
• Delivering a Multilanguage solution.
• English and Welsh documents needed to be linked (UK legal requirements)
• English and Welsh documents had to trigger different workflows.
• Upon translation of an English document into Welsh, the Welsh document had to be
automatically generated and assigned to Welsh users to translate.
• Delivering a series of yes/no questions using Decision Tree software from
Vanguard.
• The software required alterations for AA compliance.
• The solution complexity increased because the use of Javascript was not possible.
• The technology and integration introduced a steep learning curve with Decision Scripts
operating on a Windows box and Oracle UCM on a Linux box.
Performance Tuning
Testing introduced a number of additional challenges:
• Introducing a cache which would expire after 10 minutes per
page.
• Minimising the time to download the HTML for each page by
compressing CSS on the Web Server. The CSS was reduced to
approx 5k per page.
• Identifying and improving slow SQL statements. Some were
core Oracle UCM and some were custom.
• Overriding some Oracle UCM services to return required
resultset in a more performant way.
• Identifying and fixing all errors from log files to minimise logging.
Documentation / Knowledge Transfer
•Each department had to ‘own’ its own solution
•Bespoke requirements introduced the need for local
master design documents
The Delivery Project
Original – key scope and approach
2005
2006
Q4
Q1
Q2
Phase 1
Q3
Phase 1a
Design
Design
Build
Launch
Core COTS functionality
Phase 2
Design
Build
Q4
Bespoke development or
customisation
Build
Launch
Launch
Ongoing common and
member-specific
enhancements
Revision –separation, change in timelines
2005
2006
Q4
Q1
Q2
Q3
Q4
Phase 1
Phase 1a
Build
Design
Build
Launch
Launch
Design
Phase 1a
Build
Test
Drop A
Drop B
Drop C
Drop D
Common phase 1
design forms
basis for solution
DG and DH retain
significant
commonality, driven by
“as-is” migration from
common platform
DfES have wider,
richer requirements –
phase 1 “only” delivers
contribution
functionality
DfES Phase 1A now
provides smaller
“drops” of increasing
functionality and two
web sites
Revision – further separation
2006
2007
Q3
Q4
Q1
Q2
Phase 1
Test
Phase 1a
Requirements
Hand Over
Test
Q3
Requirements
Hand Over
DfES 1 and 1A
Content Migration Release
Web Minimum Requirement
Enhanced Functionality
Directgov live on
15th January
DH live on 14th
March
DfES re-structured
again to provide
increasing functionality
against revised
timelines
DG and DH
requirements now less
common. The process
of finalising the next
phase is ongoing
Programme Challenges
• “Common” requirements became a challenge
• COTS approach was severely challenged
• Variations in core solution components
• Governance and communication
• Resource continuity and organisation change
The Outcome
Lessons Learned and Next Steps
Successful Delivery of Sites
Successful Delivery of Benefits
•
Implement a hosted COTS CMS Service which meets
Club Members’ requirements
•
Achieved, but some work remains
•
Capable of extension to meet future requirements
without extensive redevelopment, or significant
investment
•
The implemented solution will form suitable
basis for further work
•
To promote/establish collaborative relationship and a
shared Service ethos amongst Club Members
•
Achieve high quality Services at affordable levels,
achieve value for money & economies of scale.
•
To create a Club environment that encourages new
Members to join.
•
To implement collective governance and operational
management that delivers the appropriate level of
representation, control and influence
•
To implement governance and financial arrangements
that are fair and transparent to all Club Members for the
life of the.Service Agreement.
•
To achieve efficiency savings and improved Service to
customers and stakeholders
Ensuring that all parties maintain a focus on
identifying, agreeing and maintaining a focus
on common solutions remains a challenge
• Too early to say, but the signs are good
•
•
A “pipeline” exists, ongoing success delivered
for existing members is the key to unlocking this
•
Challenges here are acknowledged by all
parties and the “will” to address this exists
in all members and work is already underway
•
Achieved – rules and processes exist – and will
evolve as the nature of the service evolves
•
Too early to say, but the signs are good
Lessons Learned and Next Steps
• COTS approach less appropriate for complex, multi-party solutions
• Solution Cohesion
• Maintaining a single vision is very challenging
• Good communication and regular solution reviews are vital
• Sometimes things are going to be built ‘bespoke’
• Governance
• A “better” model is being adopted going forward
• The will exists from all parties (Club and Xansa consortium) to achieve this
• Implementing next phase now
• Requirements gathering approaching completion
• Continuity a challenge for resources and vision
• Attracting other government departments
Search Integration
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