malaysian public sector open source software

Transcription

MALAYSIAN PUBLIC SECTOR
OPEN SOURCE SOFTWARE (OSS)
PROGRAMME
PHASE II
BENEFIT REALISATION REPORT (BRR)
MALAYSIAN PUBLIC SECTOR OPEN SOURCE SOFTWARE PROGRAMME
PHASE II BENEFIT REALISATION REPORT
COPYRIGHT
The Government of Malaysia retains the copyright of this document.
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ABBREVIATIONS
Abbreviation
Description
BRR
Benefit Realisation Report
CTP
Certified Training Provider
FSF
Free Software Foundation
GDP
Gross Domestic Product (an economic measurement of a nation's
productivity)
HRDF
Human Resource Development Fund
INTAN
National Institute of Public Administration / Institut Tadbiran Awam
Negara
IPP
Industry Participation Plan Dialogue
JPA
Public Services Department / Jabatan Perkhidmatan Awam
KPI
Key Performance Indicator
KRA
Key Result Area
MAMPU
Malaysian Administrative Modernisation and Management Planning Unit
MLVK
National Vocational Training Council / Majlis Latihan Vokasional
Kebangsaan
MOE
Ministry of Education / Kementerian Pendidikan
MOF
Ministry of Finance / Kementerian Kewangan
MOH
Ministry of Health / Kementerian Kesihatan
MOHR
Ministry of Human Resources / Kementerian Sumber Manusia
MyGOSSCON
Malaysian Government Open Source Software Conference
NKRA
National Key Result Area
OIPDC
OSS IPTA / Polytechnic Development Committee
OSCC
Open Source Competency Centre
OSS
Open Source Software
PI
Performance Indicator
SPA
Public Services Commission Malaysia / Suruhanjaya Perkhidmatan
Awam
UKM
Universiti Kebangsaan Malaysia
UNDESA
United Nations Department of Economic and Social Affairs
UniMAP
Universiti Malaysia Perlis
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Page iii
TABLE OF CONTENTS
CHAPTER 1:EXECUTIVE SUMMARY.................................................................................1
1.1 OSS Adoption and Implementation ...........................................................................2
1.2 Open Source Competency Centre (OSCC)...............................................................3
1.3 Collaborative Strategies..............................................................................................5
1.4 Outlook and Way Forward..........................................................................................6
CHAPTER 2:BACKGROUND INFORMATION ..................................................................12
2.1 Malaysian Public Sector OSS Programme...............................................................13
2.2 Open Source Software (OSS)..................................................................................13
2.3 OSS Master Plan......................................................................................................14
2.3.1 The OSS Vision.................................................................................................15
2.3.2 The OSS Objectives..........................................................................................15
2.3.3 The Solution Areas............................................................................................16
2.3.4 The Enabling Environment ...............................................................................16
2.3.5 The Implementation Phases..............................................................................16
2.3.6 Strategic Thrusts...............................................................................................17
2.3.7 OSS Programme Governance..........................................................................17
2.3.8 Phase II Strategies............................................................................................19
2.4 Open Source Competency Centre (OSCC).............................................................21
2.5 OSS Master Plan Targets.........................................................................................22
2.6 Collaboration.............................................................................................................25
2.7 Benefit Realisation Formulation Methodology..........................................................26
2.7.1 NATIONAL KPI INITIATIVE ..............................................................................26
2.7.2 National KPI Cluster Template..........................................................................28
2.7.3 MAMPU's KPI Cluster.......................................................................................29
2.7.4 MAMPU's STAR Rating.....................................................................................30
2.7.5 MAMPU's KPI Formulation Model.....................................................................32
2.8 OSS Programme KPI Formulation Model ...............................................................33
2.8.1 OSS Programme Tactical Key Performance Indicators (KPIs).........................34
2.8.2 OSS Programme Operational Performance Indicators (PI)..............................35
CHAPTER 3:BENEFITS REALISED THROUGH OSS ADOPTION ..................................38
3.1 Public Sector OSS Adoption.....................................................................................40
3.2 OSS Adoption Cost Savings.....................................................................................44
3.3 OSS CASE STUDY PERFORMANCE INDICATORS..............................................47
3.3.1 OSS Case Study Implementations....................................................................50
3.4 Impact of OSS on National Competitiveness...........................................................54
3.4.1 Brookings Institute E-Government Performance..............................................55
3.4.2 United Nation's Global E-Government..............................................................56
3.4.3 Georgia Tech / Red Hat Open Source Index.....................................................58
3.5 OSS Master Plan Targets.........................................................................................61
3.5.1 Target 1: 80% of IT personnel are OSS trained and reskilled...........................63
3.5.2 Target 2: 5% of IT personnel trained are OSCC certified..................................64
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3.5.3 Target 3: Achieve recognition of certification by International Body..................64
3.5.4 Target 4: 30% of Institutes of Higher Learning participate in OSCC Certified
Training Provider Programme.....................................................................................65
3.5.5 Target 5: 100% district coverage with at least one school at each district
adopting OSS..............................................................................................................65
3.5.6 Target 6, 7, 8: Implementation..........................................................................66
3.5.7 Target 9: 50% of local IT vendors are providing OSS services.........................67
CHAPTER 4:OPEN SOURCE COMPETENCY CENTRE (OSCC)....................................68
4.1 Promotion & Awareness...........................................................................................69
4.1.1 MyGOSSCON Programmes..............................................................................74
4.1.2 OSS Opportunity Workshops............................................................................76
4.1.3 Public Acknowledgement..................................................................................79
4.2 Certification Body......................................................................................................83
4.2.1 Certified Training Provider (CTP) Programme..................................................84
4.3 Communication & Collaboration...............................................................................86
4.3.1 Industry Participation Plan (IPP) Workshop......................................................88
4.3.2 Collaboration with K-Perak and K-Ekonomi......................................................90
4.3.3 Panel of OSCC Products Service Providers.....................................................91
4.3.4 Collaboration with Chinese Chambers of Commerce and Industry..................93
4.4 Policies / Guidelines.................................................................................................94
4.4.1 Importance of MyGIFOSS.................................................................................95
4.5 Training.....................................................................................................................97
4.6 Knowledge Bank.......................................................................................................99
4.6.1 Mailing Lists Subscription ...............................................................................101
4.7 Research & Development.......................................................................................101
4.7.1 Benchmarking Reports....................................................................................105
4.8 Technical Support ..................................................................................................107
4.8.1 OSCC Assisted Implementation at Agencies..................................................110
4.8.2 OSCC Mirror Services.....................................................................................111
CHAPTER 5: COLLABORATION ON STRATEGIC THRUSTS........................................112
5.1 ST 3 – Train and Develop Human Resource to Support OSS
Implementation.114
5.1.1 Key Observations and Way Forward...............................................................118
5.2 ST4 – Promote Creativity And Innovativeness Via R & D To Harness
Competitiveness............................................................................................................120
5.3 ST6 – Provide Incentives to Prosper the Development of OSS Solutions.........123
5.4 ST7 – Optimise Resources By Encouraging Smart Partnership With Relevant
Organisations.................................................................................................................126
CHAPTER 6:KEY OBSERVATIONS AND WAY FORWARD............................................130
6.1 Building Upon Successful OSS Implementations for Moving Up The e-Government
Value Chain....................................................................................................................130
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6.2 Using OSS As A Cost Efficient Approach for Providing Web Application Services 131
6.3 Increasing geographic dispersion of OSS implementation sites............................132
6.4 Use of OSS in shared or outsourced services.......................................................133
6.5 Increasing competency within the agencies towards in-house OSS implementation
.......................................................................................................................................134
6.6 Strategic Engagement on OSS Product Development .........................................135
6.7 Continuous Re-Emphasis on Policy and Practice .................................................136
6.8 Realignment of Strategic Thrust Activities Towards Focused Programs................136
6.9 Conclusion..............................................................................................................139
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Index of Tables
Table 1: OSS Master Plan Target Achievements...................................................................1
Table 2: Agencies OSS Adoption and Implementation..........................................................2
Table 3: OSS Master Plan Targets for Increasing OSS Competencies.................................4
Table 4: OSS Master Plan Targets on Collaborative Strategies............................................5
Table 5: OSS Master Plan Targets.......................................................................................24
Table 6: National KPI Cluster...............................................................................................28
Table 7: MAMPU's KPI.........................................................................................................29
Table 8: Relation Between Evaluation Criteria and MAMPU Star Rating............................31
Table 9: OSS Programme Tactical Key KPI.........................................................................34
Table 10: OSS Programme Performaqnce Indicators.........................................................37
Table 11: OSS Programme Key Performance Indicators....................................................39
Table 12: OSS Master Plan Targets Related to OSS Adoption...........................................41
Table 13: OSS Adoption and Implementation According to Federal and State Agencies.. .41
Table 14: Number of OSS Implementations by Solution Areas...........................................42
Table 15: Number of Agencies Adopting OSS by Solution Type.........................................43
Table 16: OSS Adoption, Implementation and Cost Savings...............................................45
Table 17: Estimated Cost Savings.......................................................................................46
Table 18: Average Rating Expectations...............................................................................48
Table 19: OSS Case Study Submissions.............................................................................50
Table 20: OSS Key Factors Brought about by OSS Programme........................................51
Table 21: Increasing Number of In-house Developments....................................................53
Table 22: Malaysia ranking on selected national competitiveness studies.........................54
Table 23: United Nations E-Government Readiness: Top 20 Web Measurement Index.....56
Table 24: Red Hat Open Source Top 30 Rankings..............................................................59
Table 25: OSS Master Plan Target Achievement.................................................................62
Table 26: Promotion and Awareness Activities....................................................................71
Table 27: Attendance at yearly MyGOSSCON events.........................................................74
Table 28: MyGOSSCON Collaboration................................................................................75
Table 29: OSS Opportunity Workshops Participant.............................................................77
Table 30: Certification Programmes for 2008......................................................................83
Table 31: Certification Courses for 2009..............................................................................84
Table 32: IPTA Appointment for CTP...................................................................................85
Table 33: Communication and Collaboration Activities........................................................86
Table 34: Phase II - IPP Workshops....................................................................................88
Table 35: Number of OSCC Course Participants.................................................................97
Table 36: Phase II Total Training by Type............................................................................98
Table 37: Analysis of Training Evaluation by Attendees (2009)...........................................98
Table 38: Evaluation Rating for OSCC Products...............................................................102
Table 39: OSCC Products Agency Accumulative Adoption in Phase II.............................104
Table 40: Year-to-Year New Requests Tickets...................................................................107
Table 41: Year-to-Year Total Number of Tickets Processed.............................................108
Table 42: Year-to-Year Total Number of Tickets by Category............................................108
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Table 43: Example of request solved on-site.....................................................................109
Table 44: Example of requests solved via phone..............................................................109
Table 45: Number of OSCC Assisted Implementation at Agencies...................................110
Table 46: OSS Solutions on OSCC Mirror Service............................................................111
Table 47: ST3 Action Plans and its Status Update.............................................................117
Table 48: ST3 Key Observations and The Way Forward...................................................119
Table 49: ST4 Action Plans and its Status Update............................................................120
Table 50: ST4 Key Observations and the Way Forward....................................................123
Table 55: Web Measure Index Functionality......................................................................131
Table 56: Estimated Proprietary License Cost (RM)..........................................................132
Table 57: Strategic Thrusts - Incomplete Status................................................................137
Index of Figures
Figure 1: OSS Master Plan Framework...............................................................................15
Figure 2: OSS Programme Governance..............................................................................18
Figure 3: Phase II Strategies...............................................................................................19
Figure 4: OSCC Functional Services...................................................................................21
Figure 5: Smart Partnership Model......................................................................................25
Figure 6: MAMPU KPI Formulation Model...........................................................................32
Figure 7: OSS KPI Model.....................................................................................................33
Figure 8: Cumulative Number of Agencies Adopting OSS..................................................40
Figure 9: Number of Agencies Implementing OSCC Products............................................43
Figure 10: Red Hat-Georgia Tech Open Source Index Map................................................58
Figure 11: OSCC Functional Areas......................................................................................69
Figure 12: Participants of IPP Workshop 2009....................................................................88
Figure 13: OSCC Products Implementation by Date.........................................................104
Figure 14: MyGOSSCON 2009 Feedback on OSCC Products Usage.............................105
Figure 15: Strategic Thrusts and respective lead and participating agencies...................112
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CHAPTER 1:EXECUTIVE SUMMARY
This Benefit Realisation Report (BRR) provides a quantifiable measure and
analysis of the benefits realised from the Malaysian Public Sector Open Source
Software (OSS) Programme carried out through the OSS Master Plan and the
Open Source Competency Centre (OSCC) during the interim stage for Phase II
(Accelerated Adoption).
On 19th June 2002, the Government of Malaysia made the decision to
encourage the adoption and implementation of OSS in the public sector. The
OSS Master Plan was launched outlining the long term road map to achieve the
OSS vision and objectives. It consists of three (3) implementation phases:
Phase I (Laying Foundation and Early Adoption); Phase II (Accelerated
Adoption); and Phase III (Self-Reliance).
During this Phase II, the OSS Programme was able to accelerate OSS adoption
to 95% of Public Sector agencies through increased competency, resulting in
solutions for enhanced provision of e-government services and deriving
cumulative total cost savings of RM 188.39 million. Table 1 summarises the OSS
Master Plan targets and achievements.
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Phase II Performance Indicators
Target Achieved
Percentage of agencies adopting OSS solutions
100%
95%
Percentage of agencies using OSS back-end infrastructure
80%
87%
Percentage of agencies using OSS desktop solutions
30%
66%
Percentage of IT Personnel who are OSS trained and re-skilled
80%
140%
5%
6%
100%
100%
30%
35%
100%
58%
50%
53%
Percentage of IT Personnel trained are OSCC certified
Achieve recognition of certification by an International Body
Percentage of IPTA participating in OSCC Certified Training Program
Percentage district coverage with at least one school at each district
adopting OSS
Percentage of local IT vendors providing OSS services
Table 1: OSS Master Plan Target Achievements
1.1 OSS Adoption and Implementation
This Phase II of the OSS Master Plan was successful in accelerating the
percentage of Public Sector agencies adopting OSS from 18% in Phase I to the
95% at the end of Phase II. The majority of these agencies implemented OSS
solutions for back-end infrastructure and desktops as summarised in Table 2.
No. Phase
II
Indicators
Performance Baseline
Phase II
achieved
(1)
%
Phase II
expanded
(2)
%
1.
Percentage of agencies
adopting OSS solutions
724
691
95%
794
110%
2.
Percentage of
using
OSS
infrastructure
agencies
back-end
724
629
87%
713
98%
3.
Percentage of
using
OSS
solutions
agencies
desktop
724
475
66%
561
77%
Table 2: Agencies OSS Adoption and Implementation
The Phase II targets are measured on the achieved target and achieved
expanded groups against the baseline figures. The achieved target group
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depicts the achievements within the defined target coverage while the achieved
expanded group illustrates the achievements beyond the defined target
coverage. All baseline figures for the targets are based on status in beginning of
Phase II in 2007.
The accelerated OSS adoption and implementation have benefited the
Government in two (2) key result areas:
1. Enhancing Malaysia's competitiveness for e-government web services
where Malaysia's ranking has improved to 17 th position from the 35th
position in 2003 as ranked by the United Nation's Web Assessment Index
which was explicitly credited to the websites of three ministries (the
Ministry of Finance, Ministry of Human Resource, and Social Welfare
Department) who are all using OSS solutions for the website.; and
2. Reducing imports as a result of foreign proprietary licensing which is
estimated at RM188.39 million since the start of this OSS Programme,
and at the same time encouraging local ICT value added services (where
the percentage of local IT vendors offering OSS has increased to 53%),
and reducing the digital divide (such as in the case of using OSS for the
Orang Asli community in the K-Perak initiative).
Based on 65 OSS case study submissions the main factors most cited for
implementing OSS are cost (92%), software features (66%), choice of software
usage (63%) and security (62%). These factors serve OSS well for deploying to
mass usage, such as portals for general public community, as well as,
collaborative tools for its employees.
Such freedom of usage for mass target audience provides Public Sector
agencies opportunities for achieving the national agenda on reducing digital
divide and increasing the growth of a knowledge based society.
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1.2 Open Source Competency Centre (OSCC)
OSCC is actively engaged in creating awareness, promotions, and enhancing
competencies to push for the accelerated adoption of OSS. It has been
successful in meeting all three targets related to training and certification (refer
to Table 3), even though the number of IT personnel have almost doubled since
the start of Phase II.
No. Phase
II
Indicators
Phase II
achieved
(1)
%
Phase II
expanded
(2)
140%
4277
%
1.
Percentage of IT Personnel
who are OSS trained and reskilled
2502
3493
2.
trained are OSCC certified
855
47
6%
74
9%
3.
Achieve
recognition
certification
by
International Body
1
1
100%
1
100%
of
an
171%
Table 3: OSS Master Plan Targets for Increasing OSS Competencies
The highlight of OSCC has been the annual Malaysian Government Open
Source Software Conference (MyGOSSCON) that have been held in the years
2007, 2008 and 2009 that have created an avenue for the public sector,
business and developer communities locally and from abroad to interact and
network on current OSS trends and advancements.
To date OSCC has developed five (5) OSS products that have accounted for
310 OSS implementations and resulting in total cost savings of RM10.77 million
on foreign proprietary software licensing. Of these OSCC products, MyMeeting
won the 2008 Anugerah Inovasi Perkhidmatan Awam (AIPA) award.
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Besides the OSCC products, the OSCC have also published four (4) guidelines
and 12 benchmark reports which contributes towards enriching the OSCC
Knowledge Bank as a reference centre for OSS implementation in the public
sector. This in combination with the training activities have resulted in a higher
percentage of agencies implementing OSS solutions through in-house expertise.
The OSCC have also been a key driver for collaborative programs which
includes the Certified Training Provider program with IPTA, and a
Panel of
OSCC Products Services Providers for the business community.
1.3 Collaborative Strategies
For this Phase II, three (3) new targets have been set on collaborative strategies
with the aim of nurturing the OSS ecosystem so that the longer term goal for
self-sustenance can be achieved. At this interim stage, collaborative strategies
for achieving all three targets have been initiated through the Strategic Thrusts.
The current performance is tabulated in Table 4.
No. Phase
II
Indicators
Phase II
achieved
(1)
%
Phase II
expanded
(2)
%
1.
Percentage
of
IPTA
participating
in
OSCC
Certified Training Program
20
7
35%
7
35%
2.
Percentage district coverage
with at least one school at
each district adopting OSS
142
83
58%
83
58%
3.
Percentage of local IT
vendors
providing
OSS
services
500
266
53%
266
53%
Table 4: OSS Master Plan Targets on Collaborative Strategies
The Certified Training Provider program has seen the appointment 7 IPTA by the
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OSCC to provide training to public and private sector personnel with the
objective of extending the reach of OSCC beyond its geographical boundaries.
The MOE has led a phased expansion roll-out of the Enhanced Learning
Management System (ELMS), to 50 schools, with intent of eventually
implementing it for all 10,000 schools.
This OSS Programme has also been the catalyst for the establishment of the eMarket Place, formation of a Panel of OSCC Products Service Providers, and
the Industry Participation Plan, besides other collaborative events. This is aimed
at spurring the growth of the local ICT industry, as well as, the OSS user and
developer communities.
MAMPU has not only encouraged public sector to adopt OSS, but has also
made an effort to collaborate with business community. This is in line with the
Government's effort in building a strong partnership with the local ICT Industry to
a more integrated and enhanced public sector delivery system.
With the initiation of such programs, the agencies leading and participating in
the Strategic Thrusts can focus on specific outcomes and objectives. This will
require a realignment of the present Strategic Thrust activities to be more
concerted within those programs.
1.4 Outlook and Way Forward
This Phase II of the OSS Programme Accelerated Adoption have successfully
delivered on its key result areas, and established key collaborative strategies
that is expected to nourish the OSS ecosystem towards self-sustenance. The
growing trend for OSS implementations is expected to continue and these will
require new tactical strategies moving forward.
This BRR noted eight (8) key observations which has the potential of extending
further the benefits already realised. Moving forward, this OSS Programme can
Page 6
focus on continuous improvements to replicate and leverage on the successes
achieved, so as to achieve the larger OSS objectives on growing the OSS
industry, community and knowledge based society.
a)
Building upon successful OSS implementations for moving up the
e-Government value chain
The United Nation raised Malaysia's Web Assessment Index to 17 out of
a total 192 countries (previously ranked 35 in 2003) and was explicitly
credited to the websites of three ministries (the Ministry of Finance,
Ministry of Human Resource, and Social Welfare Department) who are all
using OSS solutions for the website.
This evidence of OSS as an enabler of excellence is further reinforced
when 5 Government websites that are using OSS solutions (the Ministry
of Finance, Prime Minister's Department, MAMPU, Minerals and
Geoscience Department, and Ministry of Housing and Local Government)
were among seven (7) websites that received the full five (5) stars under
the 2009 Malaysia Government Portals and Websites Assessment.
With OSS, there are opportunities that the OSS solution used in these
successful implementations can be modified to enhance additional
functionalities, redistributed and it's usage promoted to other agencies.
This will further enhance Malaysia's national competitiveness ranking with
respect to government web application services, as well as addressing
the objective for achieving a knowledge based society.
b)
Using OSS as a cost efficient approach for providing web
application services
Usage and development of OSS solutions have become increasingly
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sophisticated particularly for OSS content management and database
systems becoming popular building blocks for developing web based
applications and portals. Using OSS for rapid deployment of web based
applications is estimated to benefit the Government by RM280,489 for
each implementation in respect of reduced imports on foreign proprietary
software licensing. These cost savings is the factor most quoted
by
agencies for adopting OSS.
Estimated cost savings, such as the above, should be included as a part
on financial considerations in the OSCC published guidelines besides the
technical guides. This will greatly assist Government agencies in the
selection of cost-effective solutions that are fit for purpose. The cost
savings can be used to further support local ICT companies in valueadding innovative OSS solutions and nurturing the growth of local ICT
industry.
c)
Increasing geographic dispersion of OSS implementation sites
This Phase II of the OSS Programme has witnessed the accelerated OSS
implementation across federal and state agencies, thereby dispersing
geographically across the nation. Collaborative strategies to bridge the
physical geographic dispersion that have been initiated are the Panel of
OSCC MAMPU Product Service Providers, OSS modules for INTAN
EPSA online learning, Certified Training Provider
program, and OSS
IPTA / Polytechnic Development Committee (OIPDC).
Moving forward, this OSS Programme can focus on activities for enriching
collaborations with the IPTA and business community as a means of
bridging the geographical dispersion of agencies adopting OSS. This can
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be achieved by leveraging on distance learning, continuous proficiency
education, and service providers to enlarge the capacity for human
resource development and nurturing the growth of the OSS user and
developer communities.
d)
Use of OSS in shared or outsourced services
OSS is becoming the solution of choice for the larger agencies, such as
the state governments of Johor and Terengganu, to consolidate and
provide shared services across the agencies without having to increase
the infrastructure and manpower in the smaller agencies. The OSCC itself
have already set-up an Advanced Virtualisation Facility (AVF) that can be
suitable for use in such consolidated services.
Moving forward, the promotion and awareness content can add on about
using OSS for providing shared or outsourced services through
consolidation of ICT infrastructure, facilities and manpower. This will
provide an affordable opportunity for agencies with limited ICT resources
to offer it's own government web application services, and also reducing
costs for the public sector as a whole.
e)
Increasing competency within the agencies towards in-house
OSS implementation
Based on the submissions received for the 2008 and 2009 OSS Case
Study Awards, only 20% cited vendor involvement in the implementation
reflecting
the
increasing
competency
towards
in-house
OSS
implementations. This is expected as a result in increased use of OSS for
enhancing the delivery of e-government services particularly in
government to community (G2C) and government to employee (G2E)
type of services.
Page 9
This requires the continuous research and development of standards
and best practices to guide and monitor the deployment, operations
and maintenance of OSS implementations, further strengthening OSS
competencies for in-house development and implementation.
f)
Strategic Engagement on OSS Product Development
Based on observation, the greatest potential of adoption came from
follow-up action, such as the follow up meetings subsequent the the
MyGOSSCON conferences. Major areas of interest are issue
management
and
problem-solving
for
fine-tuning
the
OSS
implementations to the differentiated context between agencies.
This can
be
addressed by enhancing
collaborative strategic
engagement of the user and developer communities for specific OSS
product development and technology transfer. This will contribute
positively towards increasing the growth of the the local OSS user and
developer community towards the knowledge based society.
g)
Continuous re-emphasis on policy and practice
The present training module places much emphasis on products and
very little on collaborative OSS development practices. The training
would need to involve topics such as OSS community culture or give
the attendees a refresher on the OSS Master Plan, role of OSCC and
the published policies as part of the standard training module.
There is still a need for awareness and all avenues be it via casual
activity such as training should be used. The message of OSS
requires a bottom-up word-of-mouth campaign and continuity that is
vital for self-reliance and a knowledge based society.
h)
Realignment of strategic thrust activities towards focused
programs
Page x
The Strategic Thrusts (ST) initiatives were intended to garner
commitment and support from key Government agencies to realise
the
OSS
Vision
through
establishing
the
required
enabling
environments as outlined in the OSS Framework. Based on the
implementation of Strategic Thrusts activities in Phase II, there is
reasonable progress in ST3 and ST6 but only slow progress in ST4
and ST7. The key difference observed was lack of priority, focus and
continuity of efforts by the lead and participating agencies of ST4 and
ST7, which has hampered the relevant activities with long delays and
poor monitoring.
In order to revitalise the ST initiative, an overall review of the present
model and approach is needed in order to identify and rectify all
weaknesses and shortcomings. The new model and approach should
be developed together with the lead and participating agencies to get
the agencies commitment and buy-in to push ahead with the ST
initiative. The new model should also be tabled and endorsed by
GITIC to obtain visibility and monitoring from the highest level ICT
committee in the Government.
With the new model and approach, it is expected the spirit of the ST
initiatives as envisioned in the Public Sector OSS Master Plan can be
revived with strong vigour and commitment from all lead and
participating agencies. This will help to re-energise and strengthen the
elements of the enabling environment that are vital for the continued
success and sustainability of the Public Sector OSS Programme.
Page xi
CHAPTER 2:BACKGROUND INFORMATION
The Benefit Realisation Report (BRR) is aimed at quantifying and analysing
the benefits realised from the accomplishments and activities carried out
through the Malaysian Public Sector OSS Master Plan and by the Open
Source Competency Centre (OSCC) during Phase II (Accelerated Adoption).
This document is organised as follows:
•
Chapter 1 : Executive Summary
•
Chapter 2 : Background Information
•
Chapter 3 : OSS Adoption and Implementation
•
Chapter 4 : Open Source Competency Centre
•
Chapter 5 : Collaborative Strategies
•
Chapter 6 : Key Observations and Way Forward
The intended audience of this document is the Malaysian Administrative
Modernisation and Management Planning Unit (MAMPU) of the Prime
Minister's Department. This document is intended to assist MAMPU in its
strategic assessment in achieving the objectives of the OSS Master Plan
and Phase II targets.
This document may also be made accessible to Public Sector agencies and
the general public, as a published reference on the benefits realised and the
strategies and activities implemented to realise those benefits.
This BRR has been formulated based on the MAMPU Key Performance
Page xii
Indicator Formulation Model where the key benefits realised are provided
due consideration with respect to the impact on national key result areas on
national competitiveness and national income.
2.1 Malaysian Public Sector OSS Programme
Subsequent to the decision made by the Government of Malaysia (GOM) on
19th June 2002 to encourage the adoption and implementation of OSS in the
Public Sector, the Malaysian Public Sector Open Source Software Master
Plan was launched to encourage and guide the Public Sector to adopt,
develop and pervasively use Open Source Software (OSS).
The Master Plan outlined a long term road map to achieve the OSS vision
and objectives. The road map comprises three phases of implementation, of
which Phase 1, which focused on Laying Foundation and Early Adoption, has
been successfully completed in 2006. The project entered into Phase II of
Accelerated Adoption in 2007 for a period of between three (3) to five (5)
years before commencement of Phase III of the implementation. In Phase III
it is envisaged that the Public Sector agencies would be adequately
competent to implement and support OSS solutions with minimal assistance
from OSCC.
In conjunction with the launching, the OSCC MAMPU was established as a
national reference centre to lead and support OSS implementation in the
Public Sector. The OSCC organises and conducts various activities through
8 dedicated functional services. It also works in collaboration with research
and development institutions, the business industry and the OSS community
as a catalyst for enhancing the enabling environment towards a selfsustaining OSS ecosystem.
2.2 Open Source Software (OSS)
Open Source Software (OSS) are computer software programs that allows
the rights of use, modification and redistribution of the software. It is a
Page xiii
collaborative software development model that encourages participation from
the general OSS community to further enhance and support the development
of the software, while still respecting the individual copyright ownership of the
software program. Almost all OSS software programs and source codes are
made available for free over the internet.
There are three general advantages for adopting OSS:
1.
Making OSS software programs freely available for any user,
organisation or purpose
2.
Allowing OSS software programs to be modified for any purpose by any
user or organisation
3.
Allowing OSS software programs to be redistributed to any other user
or organisation for any purpose
2.3 OSS Master Plan
The OSS Master Plan provides the framework which guides the strategic
direction, planning and execution of this OSS Programme. The following
Figure 1 illustrates the components within the OSS Master Plan Framework :
Figure 1: OSS Master Plan Framework
Page xiv
2.3.1 The OSS Vision
The OSS Vision is to create and enhance value using OSS within the Public
Sector ICT framework in providing efficient, secure and quality services. The
Public Sector ICT vision, which presides above this, is to deliver efficient and
quality service through the use of ICT.
2.3.2 The OSS Objectives
The OSS vision is achieved through the following 8 objectives:
•
Increase freedom of choice of software usage
•
Increase interoperability
•
Increase growth of local ICT industry
•
Increase growth of OSS user and developer community
•
Increase growth of knowledge-based society
•
Reduce digital divide
•
Reduce total cost of ownership
•
Reduce vendor lock-in
2.3.3 The Solution Areas
Identifies the 6 OSS solutions areas across the IT value chain that can be
implemented in the Public Sector which includes Desktop, Infrastructure,
Application Solutions, Distributed Enterprise, Clustering and Workload
Consolidation.
2.3.4 The Enabling Environment
Factors within the ICT environment that will have an impact on OSS related
initiatives, and this consist of policy & legislation, people & culture, incentives
Page xv
& funding, leadership & coordination, as well as, infrastructure and research
& development.
2.3.5 The Implementation Phases
The Implementation Phases provide the roadmap for the Public Sector over
the short, medium and long term:
•
Phase I (2 years) : Laying the foundation and Early Adoption
•
Phase II (3 – 5 years) : Accelerated Adoption
•
Phase III (5th year onwards) : Self-Reliance
This BRR document is concerned with the interim period of the present
Phase II of the implementation.
2.3.6 Strategic Thrusts
The Strategic Thrusts were defined and developed to support the OSS
Master Plan execution. There are seven (7) Strategic Thrusts identified and
led by various Lead Agencies and supported by several Participating
Agencies.
•
Strategic Thrust 1 : Develop OSS Technical Implementation Plan for
the Public Sector (Lead: MAMPU)
•
Strategic Thrust 2 : Entrust a Governing Body to Champion, Monitor
and Drive the OSS Implementation (Lead: MAMPU)
•
Strategic Thrust 3 : Train and Develop Human Resource to Support
OSS Implementation (Lead: MOE)
•
Strategic Thrust 4 : Promote Creativity and Innovativeness via R&D
to Harness Competitiveness (Lead: MOHE)
Page xvi
•
Strategic Thrust 5 : Continuous Development of Policies and Legal
Direction to Encourage Utilisation and Production of OSS (Lead:
Attorney General Chambers)
•
Strategic Thrust 6 : Provide Incentives to Prosper the Development
of OSS Solutions (Lead: MAMPU)
•
Strategic Thrust 7 : Optimise Resources by Encouraging Smart
Partnerships with Relevant Organisations (Lead: MOSTI)
2.3.7 OSS Programme Governance
The OSS Programme governance is headed by the OSS Steering
Committee which is chaired by the Director-General of MAMPU and
members selected from key relevant agencies. This OSS Steering committee
provides direction and monitors the overall progress. It is assisted by five (5)
other committees and this is illustrated in Figure 2 below.
Figure 2: OSS Programme Governance
OSS Project Management Committee provides direction and executive
insight to project issues, risks and change management. Its members are
Project Directors, Project Managers and Team Leaders.
The OSS Strategic Thrust Committee is to guide and monitor the execution
Page xvii
of the strategic thrust. Its members consist of representatives of the
respective lead agencies.
The OSS Pilot Project Committee reports on the progress of the OSS Pilot
Projects. The members represent the agencies that were involved in the Pilot
Project.
OSS ICT IPTA Committee monitors and reports on the OSS implementations
for ICT labs in the IPTAs. The members are heads of ICT centres in the
universities.
OSS IPTA/Polytechnic Development Committee formulate and incorporate
OSS syllabus in education, teaching, research and development as well as
support
OSS
activities
and
programmes
within
and
among
IPTAs/Polytechnics.
2.3.8 Phase II Strategies
In Phase II, a new set of strategies were formulated to address the OSS
Master Plan and also work towards accelerating OSS adoption among Public
Sector agencies. The strategies were designed to ensure continuity of the
achievements and activities of Phase I as well as charting new directions and
activities for Phase II. There are nine (9) strategies which are categorised
according to three main themes. The following Figure 3 illustrates the themes
and strategies:
Page xviii
Page xix
Figure 3: Phase II Strategies
•
Theme 1 : SUSTAIN : perpetuate the success of Phase I
achievements by continuing and enhancing the previous initiatives :
•
•
Strategy 1: Continuity of previous initiatives
•
Strategy 2: Review, enhance and accelerate OSCC activities
Theme 2: CATALYSE : establishing essential services and
infrastructure that can rapidly accelerate the OSS adoption in the
Public Sector :
•
•
Strategy 3: Recognise Open Source competency
•
Strategy 4: Support Open Source personnel development
•
Strategy 5: Facilitate accessibility to Open Source resources
Theme 3: ACCELERATE : execution of Phase II plans with the aim
of accelerating OSS adoption :
•
Strategy 6: Accelerate OSS implementation in Public Sector
•
Strategy 7: Enhance OSS community collaboration facilities
•
Strategy 8: Stimulate the economy of the Open Source
industry
Page xx
•
Strategy
9:
Formulate
recognition
Page xxi
effective
incentive,
award
and
2.4 Open Source Competency Centre (OSCC)
Within this OSS Programme, OSCC MAMPU was established as the single
point of reference for support and guidance in the implementation of OSS in
the public sector. The OSCC comprise of eight (8) functional services which
are described in the following Figure 4.
Figure 4: OSCC Functional Services
For this Phase II of the OSS Programme, two (2) functional services were
introduced, namely Certification Body, as well as, Communication and
Collaboration, in addition to the 6 functional services that were retained from
Phase I. The eight (8) functional services are:
1.
Promotion & Awareness
Page xxii
2.
Training
3.
Technical Support
4.
Knowledge Bank
5.
Policies & Guidelines
6.
Research & Development
7.
Certification Body
8.
Communication & Collaboration
The OSCC also collaborates with other Public Sector agencies, the research
and development institutions, the business industry, and the larger OSS
community to fulfil the objectives of the OSS Master Plan, and towards
establishing an OSS ecosystem that will be able to sustain Phase III of the
OSS Programme for Self-Reliance.
2.5 OSS Master Plan Targets
For each Implementation Phase, there are targets that are identified in the
OSS Master Plan. The targets that have been formulated cover several key
areas. The targets for Phase I and Phase II are outlined in Table 5 below:
Page xxiii
Key Areas
Phase I Target
(Laying
Foundation and
Early Adoption)
Awareness
100% of CIOs
No longer applicable as
and IT Personnel previous target has been
are OSS literate achieved and supported by
continuous programs
Re-skilling/
60% of IT
Human Capital Personnel are
Development OSS trained
Education
Phase II Target
(Accelerated Adoption)
Phase II
Baseline
-
80% of IT personnel are OSS
trained and re-skilled
2502
10% of IT
Personnel are
OSS certified
5% of IT personnel trained are
OSCC certified
855
20% of teachers
responsible for
School IT Labs
are OSS trained
Superseded with Phase II
target on “100% district
coverage with at least one
school at each district
adopting OSS” where training
will be provided to teachers
-
Achieve recognition of
certification by International
Body
1
40% of
Institutions of
Higher Education
utilise OSS
education and
teaching tools
30% of Institutes of Higher
Learning participate in OSCC
Certified Training Provider
Programme
20
20% of School IT
Labs utilise OSS
education and
teaching tools
Superseded with Phase II
target on “100% district
adopting OSS”
Page xxiv
-
Key Areas
Phase I Target
(Laying
Foundation and
Early Adoption)
Phase II Target
(Accelerated Adoption)
Implementatio 20% of School IT 100% district coverage with at
n
Labs have OSS
least one school at each
installed (e.g.
district adopting OSS
office productivity)
100% of agencies adopting
OSS solutions
60% of web
No longer applicable as target
servers (software) was achieved in Phase I
use OSS
30% of office
infrastructure
(email, DNS,
Proxy) use OSS
Phase II
Baseline
142
724
-
80% of agencies using OSS
back-end infrastructure
724
30% of desktop
30% of agencies using OSS
solutions (e.g.
desktop solutions
web browser,
email reader) use
OSS
724
Procurement
60% of all new
No longer applicable as
servers
almost all server hardware
(hardware)
currently support OSS
procured are able
to run open
source operating
systems
Collaboration
(none defined)
50% of local IT vendors are
providing OSS services
Table 5: OSS Master Plan Targets
Page xxv
-
500
2.6 Collaboration
To achieve self reliance and sustainability of the OSS ecosystem, the
demand and supply of OSS must meet. The Public Sector representing one
of the major user community needs to engage with the business community
that supply OSS as well as the Research and Development community that
supports the OSS adoption. The following Figure 5 illustrates the Smart
Partnership Model.
Figure 5: Smart Partnership Model
Two approaches are used to address the collaboration strategies:
1.
Strategic Thrust where selected Public Sector agencies lead and
participate in pre-defined strategic areas.
Page xxvi
2.
Dialogues
and
Programs
facilitated
by
the
OSCC
among
organisations in the Public Sector, business, as well as, research
and development communities within broad areas of common
interest.
2.7 Benefit Realisation Formulation Methodology
The identification of the Benefit Realisation measurements uses a top down
approach based on the Phase II OSS Master Plan Vision and Objectives
which is then mapped on to present Government's initiative on Key
Performance Indicators (KPIs) for the administration and the civil service,
specifically for MAMPU.
This methodology was adopted as it provides continuation for the OSS
Master Plan while providing a relevancy in light of the new administrative
perspective for the KPI initiative.
Based on the above a matrix of the performance indicators is produced to
reveal the interdependency and provides priority to the performance
indicators in the new perspective. These performance indicators are then
further expanded to include specific targets and methods of measurement.
2.7.1 NATIONAL KPI INITIATIVE
In 2009, the Prime Minister announced the implementation of a KPI initiative
for the Public Sector administration and civil service. The KPIs formulated
are required to fulfil the following attributes:
•
Result Oriented : KPIs must be aligned to reflect the mission and
mandate of the agency.
•
Relevancy : The principle of relevancy establishes a logical and valid
relationship between the selected KPIs and the results the agency is
expected to deliver in its strategic plan.
Page xxvii
•
Consistency : KPIs should be reviewed periodically to ensure they
remain relevant to the agency's mission.
•
Measurability : Underscores the need to link desired results to
quantifiable performance targets.
•
Integration : KPIs must be developed within a strategic framework.
Page xxviii
2.7.2 National KPI Cluster Template
The national KPIs for the top tier management of Public Sector agencies
have been identified, organised in three clusters and specified in terms of
weighting. The following Table 6 presents the KPIs and clusters.
Cluster
Performance
Dimension
Weighting Key Performance Indicators
Generic for
the Whole
Civil Service
National
Competitivenes
s
10.00%
Growth Rate for Gross
Domestic Product (GDP)
10.00%
National Competitiveness Index
Agency
Specific
Efficiency and
Effectiveness
in the Delivery
of Public
Services
20.00%
Treasury Strategic KPI
20.00%
Strategic KPI for Advisory
Quality Services and Client
Charter Index
Administration
and
Accountability
10.00%
Jabatan Audit Negara
Accountability Index
10.00%
MAMPU Star Rating
Personal
Civil Service
Effectiveness Transformatio
n Leadership
10.00%
Leadership Competency
Assessment
10.00%
Performance Oriented
Environment: Organisational
Personnel Satisfaction Index
Table 6: National KPI Cluster
For the purpose of this BRR, only the first two clusters (Generic for the
Whole Civil Service and Agency Specific) are considered as the performance
indicators for this OSS Programme can only be measured at the programme
level, rather than at the individual personal level.
Page xxix
2.7.3 MAMPU's KPI Cluster
For MAMPU, KPIs for the top tier management have been further
established based on the above KPI attributes and KPI cluster template. The
following Table 7 outlines KPIs for MAMPU as an organisation:
Cluster
KPI
Definition
Generic for the
Whole Civil
Service
Growth Rate for
Gross Domestic
Product (GDP)
This KPI refers to the national
economy growth rate
National
Competitiveness
Index
Refers to the national level of
competitiveness as compared to
other nations
MAMPU Star Rating
Refers to the Star Rating which
are awarded by MAMPU
Outreach Program
Refers to quality advisory
services to agencies at the
Federal and State levels
E-Government
Refers to achieving a ranking in
the top 10 positions of eGovernment implementation by
the Brookings Institute
Client Charter
Compliance
Refers to the compliance to the
client charter to ensure every
work process is done efficiently,
effectively and in accordance to
the standards and procedures
defined
Client Satisfaction
Index
Refers to the level of client
satisfaction over the service
provided based on the client
charter
Agency Specific
Jabatan Audit Negara Refers to the accountability
Accountability Index index by Jabatan Audit Negara
that is meant to simplify the
objective measurement of
quality on financial management
Table 7: MAMPU's KPI
Page xxx
Of the nine (9) MAMPU KPIs, only the first eight (8) can be measured in this
BRR, as the team does not have access to the financial management to
provide a measurable index.
2.7.4 MAMPU's STAR Rating
For the purpose of this BRR, MAMPU's STAR Rating for ICT Management is
used as a reference for identifying the broad generic evaluation rating criteria
for evaluating OSS products and implementations. The relation between the
evaluation rating criteria and Star Rating for ICT Management is listed in
Table 8.
Evaluation Criteria
STAR Rating
Description
Weigh
Reference
t
Governance
Is there management
governance in the OSS
project team ?
Is there governance of
web site / portal at the
agency level ?
A.5.3.a.i.
0.3
Monitoring
Are decisions by the OSS
project team documented
and monitored ?
Are meeting decisions
monitored ?
A.5.3.a.ii.
0.1
Control
Are changes to the OSS
project documented and
controlled ?
Are formal materials that
are to be uploaded to the
internet checked and
verified ?
A.5.3.a.iii.
0.1
Specification
Are specifications of the
OSS project features
documented ?
How much of the web site / A.5.3.b.i.
portal that was developed
fulfil basic mandatory
features ?
0.2
On-line Services
Is the agency providing
Is the OSS project
online services ?
providing an online service
?
Page xxxi
A.5.3.b.ii.
0.2
Evaluation Criteria
STAR Rating
Description
Rating
Is there an external rating
of the OSS project ?
State the result / position
that was obtained for web
site / portal rating.
Weigh
Reference
t
A.5.3.b.iii
0.1
Usage
Is monitoring for the usage
Is monitoring for the usage of the application done ?
of the OSS project done ?
A.5.4.i
0.1
Support
Does the OSS project
provide online forum /
dialogue / discussion for
use by the end user ?
A.5.4.iii
0.5
Does the agency provide
online forum / dialogue /
discussion for use by the
agency staff ?
Total Weight
1.6
Table 8: Relation Between Evaluation Criteria and MAMPU Star Rating
The evaluation criteria uses a broader definition than the STAR Rating
criteria description (Attached as APPENDIX 10). This is to cater for the
various types of OSS solution areas.
Page xxxii
2.7.5 MAMPU's KPI Formulation Model
To assist in the measurement within the organisation, MAMPU has produced
a model to assist in identifying the KPI at the program level. The following
Figure 6 illustrates MAMPU's KPI Formulation Model.
Figure 6: MAMPU KPI Formulation Model
The above KPI Model is used to provide an overall model for prioritisation of
the KPIs that are to be identified for this OSS Programme.
Page xxxiii
2.8 OSS Programme KPI Formulation Model
The OSS Programme KPI Model has been adapted from the above MAMPU
KPIs and the MAMPU KPI Formulation Model. This model provides an
overview of the interdependency, hierarchy and prioritisation for the
formulation of key performance indicators (KPIs) and performance indicators
(PIs). The following Figure 7 illustrates the model.
Figure 7: OSS KPI Model
This BRR will be measuring the performance indicators at the tactical and
operational levels based on the following:
•
Tactical : Measure effectiveness of programmes based on the cluster
for the whole civil service key performance indicators.
•
Operational : Measure efficiency of programs based on the cluster for
agency specific performance indicators.
Page xxxiv
2.8.1 OSS Programme Tactical Key Performance Indicators (KPIs)
The identification for the Tactical KPIs is relatively simple as the two most
anticipated indicators from the OSS Programme also correspond to the two
top-tier KPIs.
Generic KPIs
OSS Programme KPIs
GDP Growth
OSS Cost Savings which is calculated based on the
savings of using OSS instead of proprietary foreign
software licensing. This has the impact of increasing GDP
through the reduction of imports. Over the longer term
this can be translated into the increased investment and
increased export of services by the local ICT industry.
OSS Programme KPI :
• Total cost of ownership savings on foreign
proprietary software licensing
OSS Programme Objectives :
1. Increase growth of local ICT industry
2. Increase growth of OSS user
community
3. Reduce total cost of ownership
4. Reduce vendor lock-in
and
developer
National
OSS Adoption which counts the number of OSS
Competitivenes adoptions which has the impact of enhancing the value
s Index
for providing efficient and quality public service delivery.
Over the longer term, this can be translated into
facilitating the development of a knowledge-based
society.
OSS Programme KPI :
• Number of agencies adopting OSS
• Number of OSS implementations
OSS Programme Objectives :
1. Increase freedom of choice of software usage
2. Increase interoperability
3. Increase growth of knowledge-based society
4. Reduce the digital divide
Table 9: OSS Programme Tactical Key KPI
Page xxxv
Only two (2) KPIs are proposed for the top-tier tactical level. Both of these
provide the biggest 'bang-for-the-buck' and satisfy the criteria on the generic
civil service KPI and the KPI attributes.
2.8.2 OSS Programme Operational Performance Indicators (PI)
Performance indicators for the various key activities conducted by the OSS
Programme have been realigned to MAMPU's agency specific KPIs. The
purpose is to have an objective method of assessment and provide
quantifiable contribution from the OSS Programme towards MAMPU's KPI
measures.
Page xxxvi
PI
OSS Programme PI
Product Rating Rating for OSS product which will be based on broad
definitions as per the Star Rating formula. This will be used
to assess the following activities:
• OSCC Products (Chapter 4)
• OSS Case Study Submissions (Chapter 3)
OSS Programme PI
• Product Rating marks
OSS Programme Objectives
• Increase freedom of choice of software usage
• Increase interoperability
Outreach
Program
Refers to quality advisory services to agencies at the
Federal and State levels. The results of key activities as
defined in the OSS Programme Targets which are
measured as a percentage of the whole target audience
will be used to assess the following activities:
• OSS Master Plan Targets (Chapter 3)
• OSS Strategic Thrusts (Chapter 5)
OSS Programme PIs (OSS Master Plan Targets)
• 80% of IT personnel are OSS trained and re-skilled
• 5% of IT personnel trained are OSCC certified
• Achieve recognition of certification by International
Body
• 30% of Institutes of Higher Learning participate in
OSCC Certified Training Provider Program
• 100% district coverage with at least one school at
each district adopting OSS
• 100% of agencies adopting OSS solutions
• 80% of agencies using OSS back-end infrastructure
• 30% of agencies using OSS desktop solutions
• 50% of local IT vendors are providing OSS services
• Increase growth of local ICT industry
• Increase growth of OSS user and developer
community
Client Charter
Refers to the compliance to the client charter to ensure
Page xxxvii
PI
OSS Programme PI
Compliance
every work process is done efficiently, effectively and in
accordance to the standards and procedures defined. This
will be measured by cumulative time-series frequency of
services provided through the following activities:
• OSCC Functional Services (Chapter 4)
OSS Programme PI
• Number of participants in OSCC activities
• Number of service deliveries in OSCC activities
• Reduce total cost of ownership
• Reduce vendor lock-in
Client
Satisfaction
Index
Refers to the level of client satisfaction with the service
provided based on the client charter. This will be measured
based on feedback forms collected from the following
activities:
• OSCC Functional Services (Chapter 4)
OSS Programme PI
• Feedback ranking from participants in OSCC
activities
• Reduce total cost of ownership
• Reduce vendor lock-in
Table 10: OSS Programme Performance Indicators
A total of 13 performance indicators have been proposed which are aligned
to MAMPU's agency specific KPIs. This approach is to underline the 'walkthe-talk' approach. More importantly, it introduces external benchmarking
whereby the results from the OSS Programme can be compared to others.
Page xxxviii
CHAPTER 3:BENEFITS REALISED THROUGH OSS ADOPTION
For the purpose of this BRR, OSS adoption is measured by the number of
agencies adopting OSS and by the number of OSS implementations. While
the former measures the reach of OSS within the Public Sector, the later
measures the richness of OSS solutions implemented within the agencies
adopting OSS.
There are two key benefits for agencies to adopt OSS:
1.
OSS computer software programs are freely available through the
internet, thereby reducing software licensing cost and providing
options for internal or localised implementation and support
services. This has an impact on the national GDP as it reduces the
outflow of national income arising from the expenditure on importing
foreign software licenses.
2.
OSS computer software programs can be modified and redistributed
to fit the purpose of use for the agency, thereby enriching the
delivery of public sector services through ICT. This will enhance the
national competitiveness in terms of use of ICT, particularly with
respect to e-government services.
Phase II of the implementation road map aims to achieve Accelerated
Adoption for OSS. Table 11 quantifies the success of Phase II having
increased the number of agencies adopting OSS by 427.5% and the number
of OSS implementations by 533.7%.
Page xxxix
Key Performance Indicators
1.National Competitiveness
1. Number of Agencies Adopting OSS
2. Number of OSS Implementations
2.Gross Domestic Product
1. Cost savings on foreign proprietary
licensing (RM million)
Phase I
Cumulative
Phase II
Cumulative
Percentage
Change
131
380
691
2,408
427.5%
533.7%
10.61
188.39
1,675.1%
Table 11: OSS Programme Key Performance Indicators
During Phase II, an additional 560 (427.5%) Public Sector agencies reported
adopting OSS, bringing the total to 691 (95%) of 724 agencies. The 691
agencies accounts for all Public Sector agencies with some form of egovernment services (the lowest denominator being a website).
This marks an increase of 2,664% since beginning Phase I (Laying
Foundation and Early Adoption) in 2004. The key benefit has been in
increasing computing services within the Public Sector particularly with the
general initiatives for e-government services as a strategy for increasing
national competitiveness. The factor most quoted by agencies for adopting
OSS in such initiatives is cost savings.
The total cost savings reported are estimated to be RM177.78 million over
the interim duration of Phase II (Phase I : RM10.61 million). This includes
direct cost savings on foreign proprietary software licensing (RM117 million),
as well as indirect savings on reduced foreign proprietary software licensing
(RM60 million) as a result of competition from alternative OSS solutions.
Page xl
3.1 Public Sector OSS Adoption
691 Public Sector agencies have reported adopting OSS, which represents
95% of the 724 Public Sector agencies. The 691 agencies accounts for all
Public Sector agencies with some form of e-government services (the lowest
denominator being a website). This total number is an increase of 427.5%
from the 131 agencies prior to commencement of Phase II in 2007. Figure 8
illustrates the overall annual trend of OSS adoption which has more than
doubled in the years 2008 and 2009.
Number of Agencies Adopting OSS by Year
700
600
691
500
300
354
200
20
09
163
20
08
131
20
07
92
20
06
51
20
05
25
0
20
04
100
20
03
Number of Agency
400
Year
Figure 8: Cumulative Number of Agencies Adopting OSS
Within these OSS adoptions, the number of agencies adopting OSS for
back-end infrastructure and desktop solutions have achieved the OSS
Master Plan targets respectively. The following Table 12 compares the OSS
Master Plan targets related to OSS adoption against the actual number of
adoptions.
Page xli
Measure of Adoption
Target
Actual
Number Percent
Number Percent
Agencies Adopting OSS
724
100
691
95
Agencies Using Back-End
Infrastructure
580
80
629
87
Agencies Using OSS Desktop
Solutions
218
30
475
66
Table 12: OSS Master Plan Targets Related to OSS Adoption
The shortfall on the number of agencies adopting OSS numbers 33 from a
total 724 Public Sector agencies. Of these number 1 is a Federal
Government agency, while the remaining 32 are State Government
agencies. These agencies have limited ICT facilities and are dependent on
shared resources from other agencies, particularly for web and email
services. The OSCC have conducted workshops for these agencies to
identify OSS solutions that are best able to address the limitation on ICT
facilities.
Besides having a higher percentage of OSS Adoption, Federal Government
agencies also have a higher ratio of OSS implementation per agency. The
following Table 13 summarises the number of OSS adoption and
implementations according to Federal and State Government agencies.
OSS Adoption and Implementation
Federal
Govt.
State
Govt.
Total
226
465
691
1
32
33
Total number of agencies
227
497
724
Number of OSS implementations
947
1461
2408
Average ratio of OSS implementations
to agencies adopting OSS
3.4
3
3.5
Number of agencies adopting OSS
Number of agencies yet to adopt OSS
Table 13: OSS Adoption and Implementation According to Federal and State Agencies
Page xlii
The top three (3) OSS solution areas implemented are Infrastructure (47%),
Desktop (30%) and Application (15%) respectively from the total number of
OSS solutions implemented. Table 14 depicts the number of OSS solution
area implementations that were reported by the agencies.
OSS Solution
Desktop
Number of
Implementations
721
High
InfraWorkload
Distributed
Application
Performance
structure
Consolidation
Enterprise
Computing
1134
361
82
29
81
Total
2408
Table 14: Number of OSS Implementations by Solution Areas
Infrastructure solutions remain the area most adopted, as it is mainly
implemented on back-end servers by the respective ICT units and has little
effect on the end-user computing experience. Desktop solutions account for
a high percentage due to the total number of OSS desktop solutions
available and the population of client desktops. The detailed list of OSS
implementations are attached as Appendix 7 of this BRR document.
Page xliii
The five (5) OSCC products have contributed 310 (12.9%) implementations
to the total number of 2,408 OSS implementations. The three most popular
products
(MySpamGuard,
MySurfGuard
and
MyNetWatch)
are
all
infrastructure solutions that provide benefits of security and administration
over Internet access. Figure 9 details OSCC products and number of
implementations.
40
91
35
MySpamGuard
MySurfGuard
MyNetWatch
MyWorkSpace
MyMeeting
64
80
Figure 9: Number of Agencies Implementing OSCC Products
Within specific OSS solutions, web servers lead the way with 609
implementing agencies, followed by MySQL & PHP (294) and Content
Management Systems (240). These three (3) are related to providing on-line
web content or services. Table 15 summarises the number of implementing
agencies for the more popular OSS solutions.
OSS
Linux
Solutions Desktop
Number
of
Agencies
101
Linux
Server
Sweb
Server
MySQL
& PHP
Mail
Server
Firewall
CMS
Others
187
609
294
113
117
240
87
Table 15: Number of Agencies Adopting OSS by Solution Type
This reflects the increasing use of the Internet as an important medium for
the delivery of content and services to the general public. The Internet
Page xliv
provides round-the-clock availability, remote access, and minimal computing
requirements. With the rapid rise in Internet availability from new mobile and
Wimax providers, and the possible coverage, quality and price improvements
arising from market competition, the demand for more public sector services
through the Internet is also expected to rise. To meet this rapid rise in
demand, it is also probable that more agencies would look towards OSS
solutions as the platform for rapid application development.
The number of such OSS solutions has already reached a significant level
whereby the agencies could share the expertise gained and reduce the time
to deployment which would otherwise have included the annual budget
application and allocation processes.
3.2 OSS Adoption Cost Savings
The total estimated cost savings based on OSS adoptions reported by the
Public Sector agencies for Phase II is RM177,781,307 (Phase I :
RM10,613,000) representing an increase of 1,677% in cumulative cost
savings. The average cost savings for each OSS implementation has also
increased by 180% to RM78,200 in Phase II from RM27,900 in Phase I. The
increase in average cost savings is due to the implementation of OSS
solutions to replace or as alternative to expensive foreign proprietary
software for the enterprise such as databases and web applications. Table
16 summarises the total and average cost savings.
Page xlv
OSS Adoption, Implementation
Phase I
Phase II
Percent
and Cost Savings
(cumulative (cumulative) Change
)
Number of agencies adopting OSS
131
691
427%
Number of OSS implementations
380
2408
534%
Cost Savings (RM million)
10.6
188.4
1677%
Average cost savings per OSS
Implementation (RM 000)
27.9
78.2
180%
Table 16: OSS Adoption, Implementation and Cost Savings
Table 17 provides detailed account of the estimated cost savings based on
the OSS solution implemented.
Number of
Installations
Proprietary
Licensing
Cost
MySpamGuard
91
20,989
MySurfGuard
80
6,118
489,440
MyNetWatch
64
14,700
940,800
MyWorkSpace
35
40,943
1,433,005
MyMeeting
40
150,000
6,000,000
OSS Solutions
Total (RM)
OSCC Products
1,909,999
10,773,244
OSS Solutions
OpenOffice.org
29,683
950
28,198,850
Linux Desktop
101
38,105
3,848,555
Linux Server
187
14,113
2,639,082
Web server
609
6,864
4,180,115
Database
294
70,317
20,673,289
Mail Server
113
27,042
3,055,712
Firewall
117
27,042
3,163,879
Content management System
240
120,411
28,898,738
Proxy Server
8
16,761
134,088
CRM
13
10,359
134,661
Zimbra
9
27,042
243,375
DNS
16
14,113
225,804
Page xlvi
OSS Solutions
Number of
Installations
Proprietary
Licensing
Cost
41
27,042
Group ware
Total (RM)
1,108,710
96,504,858
OSS Projects
MOH : MOH Cube
5,349,658
MOH : Sistem 3PK
325,380
AMDI, USM : Koha
1,303,500
MOHE : Sistem eMAS
2,500,000
SUK Perak: : Infra
900,000
10,378,538
Total OSS Direct Cost Savings
117,656,639
Reduction in foreign proprietary software licensing cost
TOTAL COST SAVINGS
60,124,667
177,781,307
Table 17: Estimated Cost Savings
The cost savings is estimated based on the following key assumptions:
1.
OSS software is used as a substitute instead of foreign proprietary
software (the alternatives to the OSS solutions are listed in
APPENDIX 4);
2.
OSS software is fit for the purpose which assumes equivalent
software features and support services to foreign proprietary
software; and
3.
Only the cost of foreign proprietary software license is taken into
account which assumes the cost of deployment and maintenance is
equal.
4.
As foreign proprietary software licensing is based on the number of
client installations, a conservative estimate of 100 clients is used for
each implementation
Page xlvii
Included in this cost savings estimate is an amount of RM60,124,667 which
the Ministry of Higher Education (MOHE) has reported as their estimated
cost savings based on an agreement to a package sum of RM10 million for
licensing proprietary Microsoft software products to institutions under the
Ministry. This is in part attributed to the more competitive software market as
a result of the increase in OSS adoption in the Public Sector.
Besides the above reduction in foreign proprietary software licensing cost,
the top three cost savings are for content management systems
(RM28,898,738),
OpenOffice.org
(RM28,198,850)
and
databases
(RM20,673,289). On a global scale there are many instances of using OSS
database and content management systems as the building blocks for web
based applications and portals. With the increased demand for such
systems, there are still many potential opportunities for further cost savings.
3.3 OSS CASE STUDY PERFORMANCE INDICATORS
In 2008 and 2009, MyGOSSCON was the backdrop for the introduction of an
annual OSS Case Study Award for Public Sector agencies to showcase and
share their OSS implementation experiences. A total of 65 submissions were
received, where for each case study, the implementation was evaluated
based on innovation, impact, quality and knowledge sharing.
For the purpose of this BRR report, a review was done to rate the OSS case
study submission against relevant Evaluation Rating criteria. The objective of
this review was to have a snapshot whether the OSS implementations would
have assisted the agencies in improving the quality of public sector service
delivery. Table 18 summarises the average rating scores that an agency
would have expected to score based on the OSS case study submission.
Evaluation Criteria
Weight
Submissions
Evaluation Rating
1.6
Page xlviii
Federal
State
IPTA
Stat
Body
Total
16
20
24
5
65
0.94
1.13
0.92
0.86
0.99
Evaluation Criteria
Governance
Monitoring
Control
Specification
On-line Services
Rating
Usage
Support
Weight
0.3
0.1
0.1
0.2
0.2
0.1
0.1
0.5
Federal
State
IPTA
Stat
Body
Total
59%
71%
58%
54%
62%
0.24
0.29
0.16
0.24
0.23
81%
95%
54%
80%
75%
0.08
0.1
0.07
0.1
0.08
81%
95%
71%
100%
83%
0.07
0.03
0.05
0.06
0.05
69%
25%
50%
60%
48%
0.2
0.16
0.17
0.12
0.17
100%
80%
83%
60%
85%
0.15
0.15
0.14
0.2
0.15
75%
75%
71%
100%
75%
0.01
0
0.02
0
0.01
6%
%
21%
%
9%
0.07
0.09
0.08
0.04
0.08
69%
90%
79%
40%
77%
0.13
0.33
0.23
0.1
0.22
25%
65%
46%
20%
45%
Table 18: Average Rating Expectations
The average OSS implementation at Federal agencies would have scored
highly in the areas of citing the Specifications (100%), Governance (81%)
and Monitoring (81%) contributing to an average score of 0.94 (59%) from a
possible 1.6.
This is marginally lower than the average 0.99 score, as few of the case
studies cited the mechanism for Support (25%) and Rating (6%) as these
aspects were not specifically asked in the case study submission. The
notable exception for the low Rating score is the eSelenggara case study
submission by the Ministry of Finance which cited “eSelenggara fulfils the
Standard Operating Procedure for getting the quality management system
award MS ISO 9001:2008 and MS ISO 14001:2007”.
Page xlix
The average OSS implementation for State agencies would expect to score
a high 1.13 (71%) score from a possible 1.6. The areas that these score
highly are for citing mechanism for Governance (95%), Monitoring (95%) and
Usage (90%). The case study format did not ask specifically on Control
(25%) and Rating (0%) and few of the submissions cited references on these
aspects.
The Institutes of Higher Learning (IPTA) contributed the most number of case
study submissions (24) including OSS implementations in the areas of
teaching and learning. As such it scores higher than the average on areas of
Specifications (83%), Rating (21%) and Usage (79%) where there are formal
mechanisms for evaluating the work within an academic context.
Statutory Body agencies submitted 5 case studies, all of them relating to
enterprise on-line web applications and as such scores highly in the aspects
for Monitoring (100%) and On-line Services (100%).
The 65 OSS Case Study submissions represent only 2.5% of the total 2,408
OSS implementations recorded. Therefore, it is a relatively weak base to
represent the overall population. However it does provide a good snapshot
for the criteria in successful OSS implementations.
Page l
3.3.1 OSS Case Study Implementations
This BRR report also performed a review on the broad objectives and
reasons cited in the 65 OSS case study submissions (Table 19). The
objective of this review is to uncover the factors contributing to OSS
implementation in these areas.
End User
Total
Internal
Federal
State
Stat
Body
IPTA
4
3
0
0
1
23
6
8
7
2
Government
5
1
4
0
0
Community
33
6
8
17
2
65
16
20
24
5
Employee
Table 19: OSS Case Study Submissions
86% of the 65 OSS implementations relate to servicing the Community (33)
and Employee (23). These relate to implementations for a mass target
audience, where OSS provides freedom of usage as opposed to restrictive
proprietary software licensing that typically is limited by the number of
authorised users or installations.
The Faculty of Information Technology and Quantitative Sciences (FTMSK)
of Universiti Teknologi MARA (UiTM) Malaysia cited “This project has
contributed new and great teaching tools to lecturers especially to those who
are teaching courses for BSc Data Communications and Networking
students. Additionally, it has helped many students specifically in this
program to practice their computer networking skills using their own PCs or
laptops without concerning to go to computer lab.”
Such freedom of usage for mass target audience provides Public Sector
agencies opportunities for achieving the national agenda on reducing digital
divide and increasing the growth of a knowledge based society. These are
important objectives within this OSS Programme and OSS provides several
Page li
key factors as summarised by Table 20.
Internal
Government
Employee
Community
Total
Submissions
4
5
23
33
65
Cost
4
5
20
31
60
100%
100%
87%
94%
92%
1
3
16
20
40
25%
60%
70%
61%
62%
2
0
8
21
31
50%
%
35%
64%
48%
4
3
13
23
43
100%
60%
57%
70%
66%
3
2
11
21
37
75%
40%
48%
64%
57%
3
5
12
21
41
75%
100%
52%
64%
63%
1
3
16
18
38
25%
60%
70%
55%
58%
Security
Support
Feature
Interoperate
Choice
Maintenance
Table 20: OSS Key Factors Brought about by OSS Programme
Nearly all OSS case study submissions cited Cost (92%) as one of the main
reasons for implementing OSS in their projects. In a case study on providing
community
services,
Bahagian
Pengurusan
Maklumat,
Kementerian
Pengajian Tinggi in their Sistem eMAS (Admission Information Management
System) case study submission stated “Penjimatan sebanyak RM2.5 juta
dapat dilakukan setiap tahun. Penjimatan ini dapat digunakan untuk
menambahbaik infrastruktur perkakasan, perisian dan juga sistem dalam
meningkatkan sistem perkhidmatan kepada pelanggan.”
When it comes to implementing for the mass audience, OSS provides
minimal cost and restrictions on usage. In a case study for allowing all
employees access to reliable email services, Bahagian Teknologi Maklumat
& Komunikasi, Kementerian Kesihatan Malaysia in their case study for
Aplikasi MOH*Cube cited “Memberikan kemudahan e-mel kepada semua
Page lii
kakitangan Kementerian di peringkat Bahagian, Jabatan Kesihatan Negeri,
Hospital, Pusat Kesihatan Daerah, Klinik, Institusi Kesihatan dan lain-lain
agensi kementerian . E-mel Microsoft Exchange hanya diberikan kepada
pegawai - pegawai peringkat atasan sahaja memandangkan ianya
memerlukan lesen dengan kos yang tinggi.”
Other factors that rank highly in favour of OSS are Feature (64%), Security
(60%) and Choice (60%). This reflects the growing confidence within these
agencies in implementing OSS. Even in a heterogeneous environment, OSS
is seen as capable for the task as noted by Pusat Teknologi Maklumat,
Pejabat Menteri Besar dan Setiausaha Kerajaan Negeri Kedah in the OSS
case study submission for Aplikasi e-SINAR (MYSQL Sebagai Pangkalan
Data Bagi Aplikasi Berasaskan Windows) which remarked “Data e-SINAR
akan merangkumi data rakyat miskin seluruh negeri Kedah. Keperluan
kepada sistem pengurusan pangkalan data yang dapat menampungkan
keperluan data yang banyak adalah amat diperlukan. MYSQL telah
digunakan oleh pelbagai jabatan dan dilaporkan berfungsi dengan baik.”
Only in the area of Support (48%) is it below the majority of reasons cited for
implementing OSS. Even those that cited Support as a reason, the main
channel is through the Internet from the OSS community. The few exceptions
are those from the Federal agencies within the Klang Valley that commended
OSCC for support. However, with the rapid rise in OSS implementations
throughout the country this might be a problem for OSCC to bridge the
geographical distance and the resources necessary. Table 21 provides an
increasing number of in-house developments which could be attributed to
increased demand for computing services but limited financial budget.
Implementation
In-house
Total
Federal
State
Statutory
Body
IPTA
52
12
16
20
4
0.8
75%
0.8
0.83
0.8
Page liii
Joint
Vendor
Total
11
33
3
4
1
0.17
19%
0.15
0.17
0.2
2
1
1
0
0
0.03
6%
0.05
0%
0%
65
16
20
24
5
Table 21: Increasing Number of In-house Developments
Of the total 65 OSS case study submissions, 80% did not cite any vendor
involvement in the implementation. This is especially true in the IPTA
agencies. In the sole OSS case study, where the main implementation is by a
vendor, this implementation was in respect of RFID integration, which is
claimed to be a first for a web based RFID archival system.
On the whole, these OSS case study provide a good basis for promoting
OSS adoption. On the other hand though, the rapid rise in OSS adoption
requires changes in strategies for this OSS Programme to support the future
Phase III for achieving self-reliance. The most pressing challenge is the
ability for this OSS Programme to remain relevant in the face of :
1.
changing competency within the agency to embark on in-house
implementation,
2.
the geographic dispersion of implementation sites and mass target
audience, and
3.
the increasingly sophisticated manner (such as RFID mentioned)
that innovation has occurred within a few of these implementations.
3.4 Impact of OSS on National Competitiveness
The accelerated adoption of OSS have created and enhanced the value of
using OSS within the Public Sector ICT framework, particularly with respect
to e-government services. This is reflected in the increased ranking of
Page liv
several studies on national competitiveness which are summarised in the
following Table 22.
Key Performance Indicators
Pre-OSS
Phase I
Phase II
E-Government
Brookings Institute
11
(2008)
United Nations Global e-Government Web
Assessment Index
35
(2003)
34
(2005)
17
(2008)
N/A
N/A
12
(2008)
United Nations Global e-Government Readiness
Index
43
(2003)
43
(2005)
34
(2008)
World Economic Forum Global Competitiveness
Index : Technological Readiness
27
(2004)
28
(2006)
37
(2009)
N/A
N/A
31
(2008)
Red Hat Inc./Georgia Tech University Open Source
Index : Government Activity Rank
Technological Readiness
Red Hat Inc./Georgia Tech University Open Source
Index: Environment Rank
Table 22: Malaysia ranking on selected national competitiveness studies
With respect to National Competitiveness, the accelerated rate of agencies
adopting OSS and of OSS implementations have contributed to the high
ranking for Open Source Government Activity (12 th) and e-Government Web
Assessment (17th) . In the latter ranking, the 2008 report cited three
ministries websites that contributed to the high ranking, and all three were
using the same OSS solutions (Joomla Content Management System). This
is an exemplary demonstration of how OSS can contribute towards national
competitiveness.
The first two (2) reports studied and ranked e-government performance of
the countries, while the later four reports are for references on the relation of
e-government with technological readiness and open source adoption. While
Malaysia have been improving on e-government performance over the
years, Malaysia has lost some of its competitiveness, particularly with
respect to technological readiness and environment. The technological
readiness includes measures on communication infrastructure which lies
Page lv
beyond the scope of this OSS Programme.
3.4.1 Brookings Institute E-Government Performance
According to a Brookings Institute study in August 2008, Malaysia is ranked
11th in 2008, up from its previous 25 th in 2007, for e-government
performance:
The most highly ranked e-government nations in this study
are South Korea, Taiwan, United States, Singapore, Canada,
Australia, Germany, Ireland, Dominica, Brazil and Malaysia.
(source: http://www.brookings.edu/.. /0817_egovernment_west.pdf)
The above conclusion is based on analysing government websites and
portals for features important for information availability, citizen access,
portal access and service delivery.
3.4.2 United Nation's Global E-Government
Page lvi
Table 23: United Nations E-Government Readiness: Top 20 Web Measurement Index
Malaysia is ranked 34th in the United Nations' E-Government Readiness
Index 2008. For the overall 2008 E-Government Index Malaysia scores
highly for Human Capital Index (0.8390) and Web Assessment Index
(0.6756). In the category for Web Assessment Index, Malaysia is ranked
highly, tied with Ireland at number 17 and is ranked the top country in the
South East Asia region. Table 23 lists the top 20 countries according to the
Web Assessment Index.
The web measurement assessment looks at how governments are providing
Page lvii
e- government policies, applications and tools to meet the growing needs of
their citizens for more e-information, e-services and e-tools. It measures the
online presence of national websites, along with those of the ministries of
health, education, welfare, labour and finance of each Member State.
The United Nations E-Government Readiness report noted that “Malaysia
went up mostly due to the strength of three of their ministries’ websites,
namely: Social Welfare, Labour and Finance”. All three websites are running
the OSS Joomla content management system utilising the OSS Linux,
Apache, MySQL and PHP stack. This is evidence of the direct impact how
this OSS Programme has contributed to global competitiveness.
The report further states the high cost of deploying a robust infrastructure
capable of handling e-government applications as one reason for developing
countries scoring lower. In these countries more priority is given to social
issues and reducing rural poverty. This report highlights the opportunity for
Malaysia to leverage on OSS to utilise the high human capital index to
enhance its web presence at lower cost, so that it is able to overcome the
challenges of high infrastructure cost.
Page lviii
3.4.3 Georgia Tech / Red Hat Open Source Index
Malaysia is ranked highly at 12 for Government Activity on OSS by the
Georgia Tech / Red Hat Open Source Index 2008. Figure 10 illustrates the
hot-spots of global open source activities.
Figure 10: Red Hat-Georgia Tech Open Source Index Map
The Open Source Index ranks Western European, Australia, United States,
Brazil, Japan, China, Singapore and South Korea within the top 20 countries
for open source activity. Malaysia is on par with Canada, South Africa, India,
Thailand and Taiwan. Table 24 presents the top 30 countries as ranked by
the Open Source Index.
Page lix
Table 24: Red Hat Open Source Top 30 Rankings
The effectiveness and success of the Malaysian Public Sector OSS
Programme have contributed to the high Government Activity Ranking. This
programme is a result of Cabinet policy of the Government of Malaysia that
led to a Government initiative to implement and monitor OSS adoption
through concerted effort and formal governance structure.
The Public Sector OSS Master Plan and the OSCC MAMPU activities for the
Public Sector has been the catalyst to spur OSS growth in Malaysia. The
OSS policies developed by OSCC MAMPU are now being emulated by
Brazil and South Africa governments. In addition OSCC MAMPU has
released its OSS products under the GPL version 2 license as part of its
Page lx
contribution to the global OSS community.
It is important to note that while Malaysia is ranked 12th on Government
Activity Ranking, it is ranked lower at 31st for the Environment Rankings.
Similarly, Malaysia's ranking is lower on the United Nation's e-Government
Readiness Index (34) and World Economic Forum's Technological
Readiness Index (37). This is because these ranks includes scores on
technology infrastructure, which is beyond the control of this OSS
Programme.
The World Economic Forum's Global Competitiveness Report: Technological
Readiness Index ranks Malaysia much lower on technology infrastructure on
Broadband Internet Subscribers (55) and Mobile Telephone Subscribers
(51). The Report notes that Malaysia “remains the most competitive Stage 2
(efficiency-driven) country. To maintain its competitive edge, Malaysia now
needs to prepare its conversion into a knowledge based, innovation-driven
economy. Improving both the quantity and quality of higher education (41 st)
and boosting technological readiness (37 th), particularly ICT penetration,
would serve this effort well”.
This aspect of technology infrastructure needs to be improved for Malaysia to
realise a sustainable ecosystem. Improved technology infrastructure creates
two benefits for OSS to thrive: increasing the demand for web based
applications where OSS has a cost advantage; and allowing the participation
and collaboration on OSS projects which is typically done globally over the
internet.
3.5 OSS Master Plan Targets
The success of this Phase II Accelerated Adoption can be attributed to two
Page lxi
(2) key success factors : firstly, clear statement of intent on the Master Plan
targets; and secondly, strategies that was able to take opportunity of the
dynamic changes in the Public Sector ICT environment.
The Phase II targets are measured on the achieved target and achieved
expanded groups against the baseline figures. The achieved target group
depicts the achievements within the defined target coverage while the
achieved expanded group illustrates the achievements beyond the defined
target coverage. All baseline figures for the targets are based on status in
beginning of Phase II in 2007. Table 25 lists the nine (9) OSS Master Plan
targets and compares against the initial planned target, the achieved target
group, and the achieved expanded group.
Page lxii
No. Phase II
Indicators
Performance Baselin
e
Phase II
achieved
(1)
%
Phase II
expanded
(2)
%
1.
who are OSS trained and
re-skilled
2502
3493
140
%
4277
171%
2.
trained are OSCC certified
855
47
6%
74
9%
3.
Achieve recognition
certification
by
International Body
of
an
1
1
100
%
1
100%
4.
Percentage
of
IPTA
participating
in
OSCC
Certified Training Program
20
7
35%
7
35%
5.
Percentage
district
adopting OSS
142
83
58%
83
58%
6.
Percentage of agencies
adopting OSS solutions
724
691
95%
794
110%
7.
Percentage of
using
OSS
infrastructure
agencies
back-end
724
629
87%
713
98%
8.
Percentage of
using
OSS
solutions
agencies
desktop
724
475
66%
561
77%
9.
Percentage of local IT
vendors providing OSS
services
500
266
53%
266
53%
Notes:
1.
The Target Group comprise only of the initial planned Public Sector
target group
2.
The Expanded Group includes additional Public Sector groups which
have participated in this OSS Programme.
Table 25: OSS Master Plan Target Achievement
The initial planned target at the start of this Phase II was focused on IT
Personnel within established Public Sector agencies only. Through the
Page lxiii
success of the awareness and promotions activities, this OSS Programme
was able to reach out to smaller Public Sector departments, offices,
polytechnics, colleges, teachers, and non-IT personnel.
The strategic alignment on the outreach approach to include smaller
departments and non-IT personnel is very important. It created a more
vibrant mix of OSS user community within the Public Sector, as well as
accelerate the entry of the IPTA into fostering OSS in education and training.
This
approach
will
leverage
on
OSCC's
activities
on
enhancing
competencies which is physically constrained on resources in view of the
rapid increase of IT personnel which have grown from about 2,502 target
group at the start of Phase II, to 4,286 presently.
3.5.1 Target 1: 80% of IT personnel are OSS trained and reskilled
To meet the growing demand and surge of interest in the Public Sector on
OSS, OSCC MAMPU has come out with specialised training courses
designed to address and meet the OSS technical needs of the Public Sector.
In Phase II, this target has been significantly achieved beyond its intended
target by 60% (from 80% to 140%) due to increased OSS adoption, rapid
growth of IT personnel in Public Sector and low availability of affordable OSS
trainings in the industry.
Due to overwhelming demand, trainings have now been extended to non-IT
personnel such as lecturers, teachers and administration staff. Several
agencies have written to the Director General of MAMPU for specialised
Train-the-Trainer sessions to support their OSS implementation and OSCC
MAMPU have carried out these requests.
OSCC MAMPU's trainings focus on the latest OSS technologies in the areas
of web programming using the ubiquitous PHP web programming language,
using the web content management system Joomla!, using the most popular
OSS productivity suite in the world, OpenOffice.org, Linux Server
Administration, OSCC MAMPU products and Certification programmes. All
Page lxiv
training materials are designed and produced by OSCC MAMPU and are
continually updated by OSCC MAMPU's OSS experts to reflect the latest
developments in technology. Trainings are conducted by experienced OSS
experts and classes are kept small to maximise interaction and knowledge
transfer between trainers and students.
3.5.2 Target 2: 5% of IT personnel trained are OSCC certified
To further recognise OSS competency, the MAMPU's OSS certification
programmes were designed and developed by OSCC MAMPU with guidance
and monitoring from a well established certification governance structure
based on industry best practices. This was also jointly developed with
consultancy from the Public Sector agencies and key IT industry players. In
Phase II, this target has been achieved and has expanded beyond the initial
target group of IT personnel to include teachers and lecturers. This
achievement is due to the frequent availability and affordability of the
programme to gain recognition of their competency and skills.
Certification programmes currently offered are Certified OpenOffice.org and
Linux Desktop (COOOL), Certified Linux Administrator 01 (CLA01) and
Certified Linux Administrator 02 (CLA02).
3.5.3 Target 3: Achieve recognition of certification by International Body
The Government of Malaysia, through MAMPU, achieved a significant
milestone when one of OSCC MAMPU's certification programme was
recognised by an international organisation.
The Sudanese Government,
via the Nile Centre for Technology and Research (NCTR), has officially
stated its intention to partner with OSCC MAMPU on the Certified
OpenOffice.org & Linux Desktop (COOOL) programme through the Train-theTrainer session for a group of Sudanese IT professionals. This is a result
from MAMPU's participation in a FOSS Workshop in Sudan in June 2009
where collaboration areas in OSS between MAMPU and NCTR was
Page lxv
discussed and continuous engagement efforts thereafter. This recognition
enhances MAMPU's position as one of the leaders in OSS among
governments worldwide.
3.5.4 Target 4: 30% of Institutes of Higher Learning participate in OSCC Certified
Training Provider Programme
Due to the rapidly growing requests for OSS training from Public Sector
agencies, OSCC MAMPU planned and introduced the Certified Training
Provider (CTP) Programme in 2009. From a total of 20 IPTAs in the country,
seven (7) CTPs have been appointed to deliver the basic OSS training and
COOOL Certification. This achievement has exceeded the initial target of
30% of IPTAs becoming CTPs. The encouraging response from these IPTA
in the CTP reaffirms the growing demand for OSS training and is a vehicle to
extend OSS beyond the Public Sector to the private sector and the general
masses.
3.5.5 Target 5: 100% district coverage with at least one school at each district
adopting OSS
The use of OSS in at least one school at every district is almost at the 60%
mark but it has yet to achieve the intended target of 100%. Of the 142
districts in Malaysia, schools in 83 districts have adopted OSS through
respective State Government policies and related OSS initiatives such as
Enhanced Learning Management System (ELMS) and OpenOffice.org Proofof-Concept (POC) projects. These projects, which are done with co-operation
and support from OSCC MAMPU, are stepping stones towards creating an
innovative and creative society to drive the nation forward.
The ELMS will be deployed to 50 schools by end 2010 and all 10,000
schools thereafter. The challenges faced in the OpenOffice.org POC
implementation were due to several unforeseen circumstances such as
delays in obtaining budget approval and manpower allocation for schools in
Terengganu. Nevertheless, this target is expected to be achieved in 2010
Page lxvi
following MOE's eventual plan to deploy OpenOffice.org to all schools
nationwide.
3.5.6 Target 6, 7, 8: Implementation
•
100% of agencies adopting OSS solutions
•
80% of agencies using OSS back-end infrastructure
•
30% of agencies using OSS desktop solutions
In Phase II, the rate of OSS adoption among Public Sector agencies
increased by more than 400%, from 163 agencies to 691 agencies. This
covers 95% of all Government agencies and this significant increase in OSS
can be attributed to the instrumental leadership displayed by MAMPU and
OSCC MAMPU's unwavering effort in conducting and participating in
numerous OSS promotional and awareness activities as well as training,
technical support and R&D activities. The remaining 5% or 33 agencies may
need more times to adopt OSS, mainly due to lack of ICT manpower and its
dependency on external shared ICT facilities governed by respective central
agencies.
Another key contributing factor is the positive impact brought about by
MyGOSSCON conferences through knowledge sharing and recognition from
relevant OSS competitions and awards. Of the three (3) events organised
since 2007, MyGOSSCON 2009 is the most successful event in terms of the
increase in Government agencies adopting OSS. A total of 145 new
Government agencies reported using OSS after attending MyGOSSCON
2009.
The OSS adoption in two (2) solution areas of OSS infrastructure and
desktop solutions were achieved with 629 and 475 Government agencies
using them respectively. The OSS adopted are mainly Open Source web
server for back-end infrastructure and OpenOffice.org for desktop solution.
Page lxvii
3.5.7 Target 9: 50% of local IT vendors are providing OSS services
As an essential stakeholder of the OSS ecosystem, the business community
plays an important role in providing OSS solutions and related services to the
Public Sector agencies, and their growing number is crucial to ensure OSS
support is always available. OSCC MAMPU's continuous effort to reach out
to the business community has contributed to the increased number of ICT
vendors providing OSS products and services, which has passed the desired
target of 50%.
This target is based on registered vendors with MOF under the “Software
Product and Services” category (code 210104) which amounts to a total of
500 registered vendors in 2007. Based on the cold call exercise carried out,
266 companies are providing OSS products and related services, including
those already registered in the e-MarketPlace. OSCC MAMPU will
continuously explore opportunities to engage with the business community
via various activities such as conferences, seminars, workshops, talks and
competitions. With the relationship established with all business chambers
especially The Associated Chinese Chambers of Commerce & Industry and
the set-up of a Panel of OSCC MAMPU Products Service Providers, it would
encourage more companies to offer OSS products and services to support
the growing demand of OSS among agencies.
Page lxviii
CHAPTER 4:OPEN SOURCE COMPETENCY CENTRE (OSCC)
The OSCC is tasked with executing the Malaysian Public Sector Open
Source Software Programme which is now at Phase II of the implementation
road map which aims to achieve Accelerated Adoption of OSS by Public
Sector agencies. An appraisal of the OSCC charter and organisation and its
important activities are made here.
During Phase II, 2,308 trainees underwent four (4) types of in-house courses
conducted at OSCC MAMPU's premises. Of this, 1,524 are IT personnel.
The total training is a 112.3% increase from the Phase I total of 1,969
trained. A total of 74 of Phase II trainees were certified through OSCC
certification programmes, of which 47 were IT personnel.
OSCC Help Desk handled a total 1,080 new request tickets with 41 of them
carried over at the end of 2009.
OSCC has been championing five OSS products which are now adopted at
159 agencies bringing an estimated savings of RM 10.77 million. One (1) of
them is an internally created product, MyMeeting, which won the AIPA 2008
Award.
There were three (3) successive MyGOSSCON organised by OSCC
MAMPU with a total attendance for all three (3) events of 2,205 people.
Analysis of attendees' feedback indicated that many are beginning to derive
benefits from OSCC's planned programmes and activities as well as its
operations.
OSCC exists in an ecosystem comprising of Public Sector User, Business
and R&D communities. To address this diversity, it has eight (8) functional
areas describing the desired outcomes in Figure 11.
Page lxix
Figure 11: OSCC Functional Areas
4.1 Promotion & Awareness
The outcome desired of this functional service area is to create awareness
and promote OSS and OSCC product and services to Public Sector
agencies. The Table 24 below highlights the major OSS promotion and
awareness activities by OSCC MAMPU.
Page lxx
No
1
2
Activity
OSS Opportunity
Workshop
MyGOSSCON
Description
Remarks
Conducted for agencies to adopt •
OSS – Awareness, encourages
them to used OSS.
•
Nine (9) workshops
conducted.
Annual OSS Conference with
local and International speakers
and included activities such as
Birds-of-a-Feather (BOF),
Lightning Talks, OSS Exhibition,
OSS competition and
Appreciation Dinner.
Three (3)
conferences
•
•
3
Competition and Awards
Organised OpenOffice.org
Competition, OSS Case Study
Awards and 24-Hour OSS
WebDev Contest.
4
Regional Seminar
1.
Develop the growth and •
implementation of OSS in
Public Sector;
2.
Enhance the knowledge of
legislative issues related to
the OSS usage amongst
Public Sector agencies;
conducted.
Total delegates:
•
2007 – 763
•
2008 – 637
•
2009 – 805
Participations/submissions
•
OpenOffice.org – 16
teams
•
Case Study Awards –
65
Co-organised the ODF Olympiad •
24-Hour OSS WebDev
2008 with MOE and Sun
Contest – 25
Microsystem.
teams/104 developers.
3.
5
Attended by 112
agencies with total of
139 personnel.
Promotion & Awareness – 1.
Visits
Four (4) Regional
Seminars conducted
: Putrajaya,
Sarawak, Kedah and
Terengganu.
•
Total delegates – 856
•
KPWKM, MARA ,
MOH , SUK
Terengganu, Institut
Perguruan Rajang,
PPSPPA - Total of
37 visit.
Widen the collaborations
among business
communities, IPTA and
Public Sector;
Provide training,
discussion and meeting
on OSS related matters.
2.
Public Sector agencies
interested to explore OSS
for implementation
3.
Discuss collaboration
Page lxxi
No
Activity
Description
Remarks
activities on OSS projects,
conference and seminars.
6
Talks / Exhibition Invitation Presentation on OSS
/ International Events
implementation, solution and
sharing knowledges.
•
Total talks – 46
7
OSCC Newsletter
On-line periodical magazine
created for updating public on
OSCC activity and interesting
relevant information. Circulated
to OSCC's mailing list
subscribers.
•
12 newsletters
published
8
GOv3 Campaign at
MAMPU - April 2009
1.
To heighten
•
OpenOffice.org version 3
implementation at
•
MAMPU
2.
To inform and select
Information Technology
Department to lead
OpenOffice.org V3
implementation at MAMPU
3.
•
Officiation of GOv3
Campaign by DirectorGeneral of MAMPU
Total 128 MAMPU
personnel trained on
OpenOffice.org
version 3 (during
GOv3 Campaign)
OOo Champion
Summit – appointed
30 OOo Champions
Activities include;
- Awareness week
- OOo version 3 clinics
- OOo Champions Summit
- Trainings
Table 26: Promotion and Awareness Activities
Detailed information can be referred to
APPENDIX 3.1 – Promotion &
Awareness – Events / Activities.
The impact for promotion & awareness activities bring about :
Page lxxii
1.
Exponential increase in OSS adoption and implementation in Public
Sector, which accounts for approximately 95% of all Public Sector
agencies.
2.
Substantial estimated cost savings of approximately RM 188 million
which becomes available to GOM for other public service projects.
Driving factors:
1.
More integrated & improved public services
2.
Increase Interoperability & innovation
3.
Reduce TCO & vendor lock-in
4.
Key Observation :
1.
Agency-wide OSS implementation is still lacking.
2.
Promotion and education of Open Document Format standard is
essential.
3.
Senior management support essential.
4.
Training must be re-enforced with real-life project implementation.
5.
Migration to Open Document Format needs to be carefully planned
using a proven methodology.
Way forward :
Page lxxiii
1.
Marketing will continue to promote OSS to Public Sector agencies to
reap maximum benefits for local ICT industry.
2.
Continue to guide and support Public Sector agencies to adopt and
implement OSS solutions to enhance and transform public service
delivery.
3.
Continue to help Government agencies to work to an ICT model that
blends open and legacy proprietary products to increase
effectiveness of public service delivery.
OSCC promotional activities in general are as follows:
1.
Organising international conferences annually with exhibitions such as
MyGOSSCON which has been done throughout Phase II from 2007 to
2009 attracting 2,205 participants. OSCC also assisted in
MSCOSCONF organised by MDec
2.
Organising OSS Opportunity Workshops. This is a new strategy to
tackle non-OSS adoption agencies started in 2009.
3.
Participating in exhibitions to showcase OSCC products and promote
OSS.
4.
Giving talks and briefings to Public Sector ministries, agencies and
statutory boards, both domestic and international.
5.
Publication of monthly newsletter which is open and free on-line.
6.
Official visits from interested parties to OSCC and vice versa.
4.1.1 MyGOSSCON Programmes
Page lxxiv
In Phase II, OSCC MAMPU stepped up the pace with the MyGOSSCON
conference as a planned yearly event with cooperation from private sector
and OSS community to cater for the following objectives in accordance with
the OSS Master Plan:
1.
Increase growth of local ICT industry
2.
Increase growth of OSS user and developer community
3.
Increase growth of knowledge-based society
4.
Such international conferences allow both overseas and local enthusiasts as
well as experts to interact with lay-users and the uninitiated to grasp more
deeply the quest for Open Source and its many facets and experiences. The
organising of competitions with announced prize winners creates more
visible icons for the community to evolve around. Public Sector agencies and
institutions of higher learning participated in OSS showcase exhibitions to
further highlight their OSS activities and achievements. All this heightens the
public's spirit and social orientation to OSS as there is very good turnout for
the conference (Table 27).
The organising team in OSCC MAMPU also took advantage of such events
to collect feedback on OSCC products as well as adoption statistics.
Date
Location
Attendance
6-7 November, 2007
PICC
763 persons
5-6 November, 2008
PICC
637 persons
4-6 November, 2009
PICC
805 persons
Total
2,205 total attendance
Table 27: Attendance at yearly MyGOSSCON events
MyGOSSCON 2009 also organised community events such as competitions,
Birds-of-a Feather (BOF) and Lightning Talks to facilitate community social
Page lxxv
activities. This is to catalyse growth of the OSS ecosystem with a selfsustenance culture.
Item
Collaboration
MyGOSSCON 2007 Federation of Malaysian Manufacturers (FMM)
MyGOSSCON 2008 Association of the Computer and Multimedia Malaysia
(PIKOM)
MyGOSSCON 2009 MDEC & PIKOM
Supported by:
Malay Chamber of Commerce Malaysia (MCCM)
The Associated Chinese Chambers of Commerce and
Industry of Malaysia (ACCCIM)
Malaysian Associated Indian Chambers of Commerce
& Industry (MAICCI)
Table 28: MyGOSSCON Collaboration
OSCC MAMPU pro-actively initiated collaborative activities with the
organisations listed in the Table above, to:
•
Increase the awareness of OSS opportunity and benefits among the
business communities.
•
Encourage more private sector to embark on OSS so as to boost the
local ICT industry.
•
Sustain and increase the pool of OSS providers
•
Establish a platform for networking and experience sharing on OSS
among the business
The collaboration received high level support from the organisation with
attendance from their respective presidents, chairmen and other high ranking
officials. It also helped local businesses to be aware of the opportunities that
OSS offers in conducting more cost effective business in today's globalised
world.
Page lxxvi
4.1.2 OSS Opportunity Workshops
OSCC specifically segments and targets agencies without any record of OSS
adoption and conducts OSS Opportunity Workshops to encourage them into
the OSS culture and usage. Nine (9) such workshops were conducted where
many agencies began to adopt OSS thereafter.
OSS Opportunity Workshop is held by OSCC MAMPU (ICT Policy and
Planning Division) to particularly support and implement the 2009 OSS
strategic plan. In essence, direct marketing strategy was in place to support
Government agencies in their OSS implementation. The minimum number of
participants expected for each OSS Opportunity Workshop is 10 although 24
is the maximum capacity at OSCC MAMPU training room.
Each agency was given a time frame of about a month to provide feedback
on their OSS implementation. OSCC MAMPU followed up with the agencies
for reply and OSS implementation on a proposed date.
OSCC MAMPU
conducted follow-up with the agencies to ensure that their OSS
implementation go without a hitch. OSCC MAMPU also provided the
necessary guidance and support to assist agencies in their OSS
implementation.
Presentation, demonstration and Installation Guide on MyMeeting were
provided to agencies attending all the nine (9) OSS Opportunity Workshops.
The workshop is held for one day at OSCC MAMPU, with emphasis on
round-table discussion. The workshop are organised in four sessions. The
number of participants attending each of the nine (9) OSS Opportunity
Workshops is tabulated as follows:
Page lxxvii
OSS Opportunity
Workshop
Number of Agencies
Number of participants
1
16
22
2
17
22
3
13
16
4
2
2
5
14
17
6
5
8
7
18
20
8
12
17
9
9
9
Total
106
133
Table 29: OSS Opportunity Workshops Participant
The nine (9) workshops held in 2009 aim to achieve the targets of the
Malaysian Public Sector Open Source Software Master Plan Phase II –
Accelerated Adoption. The objectives of the OSS Opportunity Workshop are:
1.
Ensure that 100% of Public Sector agencies adopt OSS
2.
Enhance the knowledge of OSS by providing latest and relevant OSS
information to Public Sector agencies
3.
Understand the challenges and barriers faced by these agencies in
OSS implementation
4.
Provide and equip agencies with the necessary information and skills to
overcome the challenges and barriers to OSS implementation
5.
Develop the growth and implementation of OSS in the Public Sector
6.
Stimulate and enhance the growth of local ICT industry
7.
Serve as a platform for sharing of knowledge and experience
Page lxxviii
8.
Announce the latest OSCC products and services
After some sessions the agencies made the following requests of OSCC:
1.
Product briefing and overview, training and end user support
2.
Technical support and training on OSS implementation
3.
OSCC MAMPU to identify areas suitable for agency to adopt OSS
4.
Arrange more OSS seminars and workshops, always ready to support
users
5.
Need more training for ICT and non-ICT staff
6.
Need trainer from OSCC MAMPU, need budget
7.
Help Desk facility
Most Public Sector agencies adopted OSS after attending workshop. OSS
opportunity workshop will continue to be conducted in 2010 to increase the
number of agencies adopting OSS. Follow-up will still be conducted on
agencies not adopting (Attached as APPENDIX 1 & 2) any OSS despite
attending workshop.
Page lxxix
4.1.3 Public Acknowledgement
OSCC has also consistently created publicity in the daily newspapers with
such statements:
The Star, Thursday October 25, 2007
Software solutions ready for use
“The centre has released several software solutions that are already being freely
distributed for Government agency use”.
The Star, Friday April 24, 2009
MAMPU aims to adopt open source technology for cost savings
The agency’s deputy director of ICT policy and planning division, Tan King Ing, said
MAMPU has to date recorded total savings of over RM47mil after the adoption of
the open source system in 462 agencies.
The Star, Thursday October 29, 2009
A vision becomes reality
Unlike conferences in 2007 and 2008, whose primary beneficiaries were Public
Sector agencies, MyGOSSCON 2009 will also reach beyond the Government sector
to engage private sector entities, chambers of commerce, educational institutions,
and Malaysia’s social fabric to nurture and expand OSS communities to further
enhance the “OSS Ecosystem”.
In a recent OSS conference in Spain attended by a MAMPU official, the
following accolade was received:
Page lxxx
Making an impression and connecting with global movements associated
with OSS such as the FSF carries good networking value. Usually such
organisations continue to make references to success stories and
experiences in their presentations. This creates continuous value of global
mind-share and impetus for more political will towards this direction.
OSCC has trod a sustained path of well-managed programmes to bring
about the maximum impact possible in the marketplace for OSS awareness
within the Malaysian Public Sector in particular and society in general. This
augurs well for the next phase of self-reliance in the OSS Master Plan.
There are also internal and institutional acknowledgements such as from:
Page lxxxi
Malaysian Government Treasury - September 17, 2007
OSCC assisted in implementing a webcasting facility for 2008 Budget
Speech and publication of 2007/2008 Economic Report
Page lxxxii
Human Resource Ministry – January 3, 2008
OSCC assisted in the migration of 3,000 PCs and notebooks to
OpenOffice.org.
The user department also gave the following positive feedback:
“One of our users claimed that OpenOffice is easier than MS Office. Our Ministry
has saved at least RM1 million in proprietary license cost of purchasing MS
Office”.
Such acknowledgements indicate a proper fitting of OSCC into the
Page lxxxiii
Government mainstream activity and objective of an efficient delivery
machinery at a lower cost of ownership.
Page lxxxiv
4.2 Certification Body
The OSCC conducts two certifications in Linux and OpenOffice.org
respectively. It addressed a gap in Phase I where no IT Personnel passed
the external certification test. With the OSCC certification it is more able to
address local module requirements and specific context of the Malaysian
Public Sector.
No
Certification Training
Attended Certified
1
Linux Professional Institute 1
23
3-6 March 2008
2
Certified Linux Administrator 01
16
20-24 October 2008
3
13
3
52
3
TOTAL
Dates
19-21, 24-25 November 2008
Table 30: Certification Programmes for 2008
In 2008, 52 underwent certified courses but only three (3) were certified, see
Table 26 above.
Page lxxxv
Certification (2009)
Attended Certified
Date
Certified OpenOffice.org & Linux Desktop
16
13
18-22 May
22
16
8-12 June
22
0
6-10 July
14
7
20-24 July
28
10
17-21 August
16
7
19-23 October
17
5
26-30 October
TOTAL
135
58
Table 31: Certification Courses for 2009
With 2009's total as shown in Table 31 and year 2010 having 25 trained and
13 certified, Phase II's quantity trained was 212 and 74 gained certification.
This programme was further expanded to include non-IT personnel and have
received good response especially for the OpenOffice.org certification.
4.2.1 Certified Training Provider (CTP) Programme
CTP Programme is a scheme where a list of IPTA are nominated to offer and
conduct OSS courses and certification as part of the Malaysian Public Sector
OSS Master Plan, Phase II.
The programme aims to provide affordable and quality OSS training and to
build a pool of local OSS training providers to support the development of
OSS skills among Malaysians.
The CTP programme is a realisation of the hub and spoke model of
collaboration between MAMPU and various parties such as IHLs and
successful OSS knowledge transfer to partners via various Train-TheTrainers sessions conducted at OSCC MAMPU.
Two initial OSS courses are proposed for CTP, i.e. Introduction to
Page lxxxvi
OpenOffice.org and Certified OpenOffice.org and Linux Desktop (COOOL).
OSCC MAMPU will be providing the training materials at no cost to IHLs to
conduct the courses.
A total of 7 IPTAs have been appointed as CTP.
IPTA
State
Universiti Malaya (UM)
Selangor
Universiti Malaysia Pahang (UMP)
Pahang
Universiti Sains Malaysia (USM)
Penang
Universiti Sains Malaysia (USM) Kubang Kerian
Kelantan
Universiti Putra Malaysia (UPM)
Selangor
Universiti Teknologi Malaysia (UTM)
Johor
Universiti Utara Malaysia (UUM)
Kedah
Table 32: IPTA Appointment for CTP
Tighter IT budgets and the greater positive exposure of OSS in the mass
media are making OSS more attractive cost wise.
Research and surveys conducted at OSCC MAMPU have seen a year-toyear increase of OSS adoption numbers. The Training and Certification Unit
of OSCC MAMPU is also experiencing increasing demand for OSS training.
The CTP programme can complement OSCC MAMPU's efforts in
spearheading the Government's OSS efforts by fulfilling this huge demand
for OSS training. Since CTPs are appointed from different states in the
country, it will also be more affordable for state/local authorities to send their
personnel for trainings.
Page lxxxvii
4.3 Communication & Collaboration
No
Activity
Description
Remarks
1
Industry Participation Plan Initiated for the Business •
(IPP) Workshop
and R&D communities to
enable them to contribute •
and participate in the OSS
Public Sector programme
Three (3) workshops
conducted.
Total attendees of 89
personnel.
2
Strategic Thrust (ST)
Workshop
Conducted to Compliment •
the
implementation
of
Strategic Thrust Plan in OSS •
Master plan
•
Three (3) workshops
conducted.
personnel
Three (3) meetings
conducted with ST
lead agencies
3
International
Collaboration
Collaboration activities on
OSS Initiatives
•
KACST and Sudan
4
Training: Introduction of
OpenOffice.org to
ACCCIM
Training using
OpenOffice.org
•
personnel
5
Communication &
Collaboration – Visits
Discuss collaboration
activities on OSS projects,
conference and seminars.
•
Libya, Sudan,
MTCP, Saudi
Arabia, Iran, South
Africa, OSHCA,
Brunei - Total of 19
visits.
Table 33: Communication and Collaboration Activities
Detailed
information are available at APPENDIX 3.3 - Collaboration –
Events / Activities.
The Communication & Collaboration activities impact on:
1.
Increase in awareness of OSS benefits among Public Sector and
private sector. This is underscored by the need to establish Certified
Training Providers and panel of OSCC Products Services Provider
to accommodate the increasing needs in training and technical
support services.
Page lxxxviii
2.
Increasing international recognitions from UNDP, Saudi Arabia,
Sudan, Spain and others that put Malaysia ahead of many countries
in OSS initiative.
Driving factors:
1.
Gain recognitions from world renowned organisations.
2.
Hasten growth of local ICT industry, OSS communities and
knowledge-based society.
Key Observation
1.
Need to embed OSS commitments into partners' core functions.
2.
Win-Win packages are imperative to long-term gains.
3.
Sustainable OSS ecosystem needs to be nourished.
4.
Aggressive protection of market position.
Way forward
1.
Continue
to
pro-actively
seek
collaboration
with
local
and
international organisations.
2.
To further strengthen the Smart Partnership in support of the OSS
ecosystem.
3.
The IPTA collaboration planned under the Strategic Thrust initiative
has undergone a series of meetings and discussions resulting in the
setting up of OIPDC represented by IPTAs to spearhead activities
and projects among themselves.
There is some catching up for the private sector ICT players to provide
contribution to OSS and stake a position in a market still regarded as
immature and lacking in consumer confidence. The e-Marketplace facility
provided by OSCC is already in place for more active participation. A random
survey conducted among IT vendors registered with the MOF revealed an
Page lxxxix
estimated 20.4% providing OSS services.
4.3.1 Industry Participation Plan (IPP) Workshop
OSCC MAMPU had conducted three (3) OSS Industry Participation Plan
(IPP) workshops in Phase II to enhance the synergy between the public and
private sectors in boosting the local ICT industry towards a more vibrant and
sustained growth in the face of the current global economic condition. The
Table 28 below highlights the IPP workshops conducted.
Year
Date/venue
Total
Participants
2007
1st October 2007 /OSCC
MAMPU
33
2008
8th October 2008 / OSCC
MAMPU
26
2009
5th to 6th May 2009 /
OSCC MAMPU (Figure 12)
34
Table 34: Phase II - IPP Workshops
Figure 12: Participants of IPP Workshop 2009
Page xc
Under the Smart Partnership framework, the Industry Participation Plan was
initiated for the Business and R&D communities to enable
them
to
contribute and participate in the OSS Public Sector programme. OSCC is
responsible to provide the necessary guidance and support required by the
Public Sector to the Business and R&D communities in terms of common
solutions and services of OSS.
The main objectives of this workshop are:
1.
Enhance cooperation between Public Sector, business and R&D
Communities in the implementation of the Malaysian Public Sector OSS
Master Plan.
2.
Review roles and contributions of all stakeholders in Public Sector OSS
Segment.
3.
Identify the needs of all stakeholders in growing and sustaining the OSS
ecosystem.
4.
Sustain and increase the pool of OSS service providers.
5.
Establish a platform for networking and experience sharing on OSS
among the Public Sector, business and R&D communities.
In essence, the workshop aims to synergise the Smart Partnership between
the Public Sector, business and R&D communities by leveraging their skills
and resources in achieving the Phase II OSS targets.
The Smart Partnership Framework explicitly introduces the Industry
Participation Plan which emphasises three (3) important areas:
1.
OSS Human Capital Development
Train
and
develop
human
resources
implementation for the Public Sector agencies.
Page xci
to
support
OSS
2.
OSS Technical Support and Implementation
Provide OSS implementation services and transfer of knowledge to the
Public Sector.
3.
OSS R&D
Promote creativity and innovativeness via R&D and identify OSS
products and services that could be implemented by the Public Sector
agencies.
Numerous resolution were made in all the three (3) areas of the Industry
Participation Plan. Highlights of the resolution include:
•
Formation of the OSS Alliance among industry players to achieve
OSS Charter under PIKOM.
•
Provision of template for improvement on e-Marketplace.
•
Sharing of OSCC MAMPU Help Desk summarised report to the
public.
•
Promotion of available OSCC MAMPU resources such as Knowledge
Bank and e-Marketplace.
•
Organisation and participation of “code fest” event.
Immediate impact of the IPP is the interest in establishing alliances among
OSS service providers and availability of more OSS service provider.
4.3.2 Collaboration with K-Perak and K-Ekonomi
OSCC MAMPU initiated Smart Partnership activities with K-Perak and KEkonomi Melaka to further push for greater OSS adoption in these states.
OSCC MAMPU assisted K-Perak in providing training in OpenOffice.org to
indigenous group and other OSCC products to their trainers and at the same
time, collaborated with them on related R&D and OSS implementation
activities.
K-Ekonomi Melaka indicated their interest to set up an OSS R&D facility in
Page xcii
collaboration with Universiti Teknikal Melaka to complement the R&D
activities in OSCC.
OSCC MAMPU has conducted the “Train The Trainer” training to K-Perak on
21 November 2007.
4.3.3 Panel of OSCC Products Service Providers
Prompted by the intent to encourage more IT vendors to provide OSS
products and services, MAMPU is in the midst of setting up a panel of OSCC
Products Service Providers through Request For Proposal (RFP) in 2010.
The panel will consist of qualified and approved IT organisations that provide
OSS technical support services to Public Sector agencies in their OSCC
products implementation.
Since the inception of OSCC MAMPU, it has developed and customised six
(6) OSS products for use by Public Sector agencies :
1. MyMeeting
2. MySpamGuard
3. MyWorkSpace
4. MySurveillance
5. MyNetWatch
6. MySurfGuard
Number of Public Sector agencies adopting OSS has always been
increasing. To date, MAMPU records approximately 13-fold increase in the
number of agencies adopting OSS since the launch of OSS Master Plan in
2004. This remarkable increase further impacted on the demand for OSCC
products implementation. This can be evidenced by the increase in request
for technical support which averages approximately 50 per month.
The panel of OSCC Products Service Providers is formed so as to enable
qualified OSS service providers to provide direct technical support, training
Page xciii
and other services on OSCC products to Public Sector agencies.
The panel will consist of 30OSCC products service providers, of which 20 will
be from Peninsular Malaysia and five (5) each from Sabah and Sarawak
states.
The objectives for the formation of panel:
•
To encourage and exhort more ICT vendors to provide OSS products
and services;
•
To accommodate the increase in the request for technical support on
the use and implementation of OSCC products;
•
To simplify the procurement process for Public Sector agencies by
providing the list of approved OSS service providers;
•
To stimulate the growth of local OSS industry through the availability
of government ICT contracts and tenders;
•
To encourage collaboration between OSS organisations in providing
OSS services via establishment of consortium.
•
To work towards a more cost-effective public service delivery system
that stimulate Malaysia's economic growth
Benefits that will be realised from the establishment of panel:
•
Value creation without additional development cost;
•
Ensure successful implementation of OSCC products in the Public
Sector;
•
Increase local ICT support for OSCC MAMPU products nationwide;
•
Help in developing vibrant local ICT industry and OSS community;
•
Ensure Public Sector agencies to receive value for money OSS
procurement and services;
Page xciv
•
The use of Open Standards in Public Sector can be promoted to
enhance interoperability;
•
Help to achieve the objective of moving into Phase III of “Self
Reliance” in 2010.
4.3.4 Collaboration with Chinese Chambers of Commerce and Industry
Acknowledging the many benefits and opportunities that OSS offers to both
the Public and private sectors, MAMPU was invited by Kuala Lumpur and
Selangor Chinese Chamber of Commerce and Industry to give talk on OSS
with the paper entitled “Freedom ICT – Cut Cost, Increase Productively
Workshop” on 18 October 2008. MAMPU was represented by MAMPU
Deputy Director (ICT Policy and Planning Division) Madam Tan King Ing, who
gave a
talk on the topic. MAMPU took the opportunity to promote and
develop a smart partnership with the Chambers.
The talk is part of the promotional activities that provided driving factors to
the participants on how OSS can benefit local industry as a whole. MAMPU
highlighted the importance of the need to use OSS towards a more
competitive business industry.
MAMPU has not only encouraged Public Sector to adopt OSS, but has also
made an effort to collaborate with business community. This is in line with the
Government's effort in building a strong partnership with the local ICT
Industry to a more integrated and enhanced Public Sector delivery system.
The talk enhances the synergy between the public, private sectors in
boosting the local ICT industry. The talk aims to:
•
elaborate how OSS can help Small and Medium Enterprises (SMEs)
to conduct business strategically and cost-effectively in this turbulent
economic situation
•
show how OSS help globalise the e-commerce industry
Page xcv
•
stress that OSS reduces the use of pirated software
Subsequently, the Associated Chinese Chambers of Commerce and Industry
of Malaysia (ACCCIM) requested to receive OpenOffice.org training from
OSCC. The training was conducted on 18 May 2009 and was attended by 18
persons from ACCCIM.
The technical working group (TWG) of The Associated Chinese Chambers of
Commerce and Industry of Malaysia (ACCCIM) ICT committee proposed to
have dialogue with MAMPU (in relation to Open Source Software) for further
collaboration in 2010.
4.4 Policies / Guidelines
One of the critical success factors for effectively adopting OSS in the Public
Sector is the availability of guidelines to which agencies can refer. The
guidelines provide standard approach for agencies to adopt and implement
OSS through tested and proven solutions and methodologies.
There are four (4) such documents prepared and published by OSCC:
•
Open Source Software Implementation Guidelines – revised and
Page xcvi
published in August 2008.
•
The Malaysian Government Interoperability Framework for Open Source
Software (MyGIFOSS) – revised and published in August 2008.
•
Web Application Guidelines – published in May 2008.
•
Open Source Software Reference Architecture (OSSRA) – published in
May 2008.
The Open Source Software Implementation Guidelines allows senior
management to formulate strategies which are non-disruptive to adopt and
implement appropriate OSS solutions to meet their business requirements.
MyGIFOSS is a comprehensive policy guideline to fulfil the OSS Master Plan
objective for interoperability as well as instil confidence in the agencies that
the risks in adopting OSS are minimal as there is now a common set of
standards for reference throughout the Public Sector.
The Web Application Guidelines provide the framework to guide agencies to
use relevant OSS tools to create web-based applications that adhere to open
standards and industry best practices.
The OSSRA provides the framework for Government agencies in designing
the architecture of ICT infrastructure using OSS solutions in compliance with
current published ICT policies, guidelines and standards.
In addition the Guidelines for Implementing Selected OSS Licensing are
being developed and uses the MyMeeting as a case study of how to
implement the GPLv2 license. Guidelines are used by South Africa and
Brazil.
4.4.1 Importance of MyGIFOSS
Below is an excerpt from the MyGIFOSS document, which was released in
Phase I and updated in Phase II.
The intention of this document is to provide a guide for Government agencies in the
Page xcvii
adoption of, and migration to, OSS within their ICT framework. The report addresses
issues concerning the use of OSS and proprietary software, integration of OSS with
legacy systems, the exchange of information and data between heterogeneous
systems, and compliance to published open standards where applicable. The
emphasis for addressing the issues above is to ensure interoperability between
systems and applications.
MyGIFOSS defines the minimum set of open standards and technical specifications
governing the use of open source software (OSS) and information access. In
addition, it also contains application notes to guide the handling of migration issues
regarding implementation of open source software in Government agencies.
MyGIFOSS covers the following aspects:

Examples of Open Source Software within the solution areas of the
Malaysian Public Sector OSS Master Plan.

Recommendations for Information and Services Access, covering standards
availability.

Application Notes – implementation guidelines that addresses the issues of
using OSS and proprietary software within a heterogeneous environment.
Instead
of
creating
new
standards
or
specifications,
MyGIFOSS
adopts
internationally recognised and ratified open standards, where available and wellpublished de-facto standards where no open standards are available.
Internationally recognised and ratified open standards are those given out by bodies
such as:
I.
International Organisation for Standardisation (ISO)
II.
International Telecommunication Union (ITU)
III.
Institute of Electrical and Electronic Engineers (IEEE)
IV.
The World Wide Web Consortium (W3C)
V.
Internet Engineering Task Force (IETF)
VI.
European Computer Manufacturers' Association (ECMA)
VII.
Organisation for the Advancement of Structured Information Standards
(OASIS)
VIII.
The Free Standards Group (FSG)
Page xcviii
The compliance with the above stated standards that are accepted by the
international community ensures a faster OSS adoption rate and avoidance
from probable software standards conflicts, interoperability issues and
confusion that can result in wastage of effort and a fall-back to proprietary
comfort.
Since contemporary expectations of benefits are a moving target, the
MyGIFOSS document has undergone review and was upgraded in line with
the emergence of new open source applications, and the much more
engaging commercial sector particularly proprietary players into the open
source ocean.
4.5 Training
Table 35 below shows the total number of personnel trained in both Phase I
and II. Of this 1,524 are IT personnel which is a target group in the OSS
Master Plan Phase II.
Phase I
Phase II
Total
IT
1969
1524
3493
Non-IT
784
784
Total
1969
2308
4277
Table 35: Number of OSCC Course Participants
Table 36 shows the amount of training conducted done during Phase II with a
total of non-unique 3,169 attendees. This is explained by a person having
attended for more than one (1) of the OSCC MAMPU trainings. On average
40% of the participants re-registered for more than 1 OSCC course.
Trainings are conducted by experienced OSS experts and classes are kept
to minimal size to maximise interaction and knowledge transfer between
trainers and students. Courses syllabus are focussed on rapid application of
skills learned that can be applied immediately to work environment.
Page xcix
Year
Program m ing
Application
System
Product
Certification
Total
2007
131
387
162
54
0
734
2008
365
388
356
323
52
1484
2009
299
166
170
181
135
951
Total
795
941
688
558
187
3169
Table 36: Phase II Total Training by Type
The training were focused on the IT personnel and are also extended to nonIT personnel who were involved in the process of OSS implementation
including lecturers, teachers and managers (Attached as APPENDIX 5). All
training programmes are scheduled on the OSCC portal and participants can
register online. There are 89 requests from agencies to MAMPU office on
specific training to support their OSS implementations and all training were
carried out with consultative support.
925 trainees submitted their evaluation feedback for the training year 2009.
Table 37 provides a snapshot of the feedback. It is an overall summary that
shows acknowledgement of the usefulness of training in increasing their
OSS software knowledge.
Software
Knowledge
No
1
2
3
4
Items
Poor
Average
Good
Excellent
Average
Range
0–2
2–4
4–6
6–7
Before
After
3
95
9
0
3.38
2
4
97
4
5.02
Training Facilities
Others
Trainer
Trainer
Trainer
managed to
Personal Visual Course Overall Training expertise/
response
encourage
Computer Aid
ware Rating Duration knowledge
to
trainee
on subject
questions
participation
1
1
2
2
2
2
2
2
5
2
2
5
6
4
3
3
86
90
95
91
95
68
78
66
15
14
8
9
4
33
24
36
5.51
5.54
5.38
5.48
4.86
5.56
5.38
5.56
Table 37: Analysis of Training Evaluation by Attendees (2009)
Page c
4.6 Knowledge Bank
There is an on-line Knowledge Bank resource provided at:
http://knowledge.oscc.org.my
It contains all of OSCC's collateral, including case studies, publications,
mailing lists, benchmark reports on OSCC products and other OSS solutions.
In Phase II, the Knowledge Bank has been significantly enhanced using OSS
based knowledge management tool to replace the older system that was
based on a project management tool. It has a powerful search function to
efficiently get what the user wants through the use of context based tags.
The materials available are time-stamped with hyper-linkages to the creators'
IDs to give high visibility and communal context to the users.
The site provides registered users with not only information but they can also
contribute OSS news and discussions. Among the main sections:
•
The Communities of Practice (CoPs)
•
•
Communities can contribute and discuss on areas of similar interest.
Solution areas
•
OSS solutions have been divided into 6 areas to assist users in
evaluating appropriate OSS solutions
•
e-Marketplace
•
An online facility to match the OSS service providers with service
request.
•
News and events
Page ci
•
•
Case studies
•
•
OSS news and events can be contributed by the OSS communities.
A showcase of OSS implementation by the Public Sector agencies.
Open Standards
•
A guide of common open standards that is easily adopted with the
use of OSS.
•
Support
•
A variety of resources to support OSS implementations including the
OSS mailing list.
There has been 12 monthly newsletters introduced on-line in the Knowledge
Bank by OSCC since May 2008 till November 2009. These newsletters kept
agencies abreast with OSS developments and recognised efforts from
various agencies.
The success of the OSS development model is based on active participation
from developers and users through sharing of ideas, knowledge and
experiences. The Knowledge Bank provides the platform for OSS
communities to interact
as the Public Sector is scattered over a large
geographical area and diverse contextual business interests. This is an
important feature in line with Phase III – Self Reliance, where knowledge
creation must happen bottom up.
4.6.1 Mailing Lists Subscription
There is one exception to the Web 1.0 limitation of a top-down knowledge
bank distribution, which is the more interactive dispersion via mailing lists.
Page cii
OSCC has prompted for more subscribers and in the MyGOSSCON 2008
event, the feedback from attendees indicated good interest.
There are two mailing lists of relevance which are OSCC's Announce and
Discuss lists. According to MyGOSSCON 2009 feedback, OSCC Announce
is ticked by over 90% of Public Sector agencies for subscription while 81% of
these agencies would like to subscribe to OSCC Discuss. The minority
balances have indicated 'No'.
A listing of OSCC mailing lists is at http://lists.oscc.org.my/mailman/listinfo.
4.7 Research & Development
Evaluation Rating was applied on five (5) OSCC's products, which fall under
the purview of the R & D section. All products fulfilled the criteria stated
except for “Rating” with only MyMeeting fulfilling criteria when it received an
award as recognition.
Performance Indicators
Reference
OSCC Products
5 products
Evaluation Rating Criteria
Weight
1.6
Rating
Percent
**
**
Expressio Expressio
n is faulty n is faulty
**
**
Governance
All products
0.3
0.3
100
Monitoring
All products
0.1
0.1
100
Control
All products
0.1
0.1
100
Specification
All products
0.2
0.2
100
On-line Services
All products
0.2
0.2
100
Rating
MyMeeting
0.1
0.02
20
Usage
All products
0.1
0.1
100
Support
All products
0.5
0.5
100
Table 38: Evaluation Rating for OSCC Products
Page ciii
Following are the OSCC products that have been upgraded or newly
developed;
MySurfGuard
The OSS suite for web content filtering and caching is called MySurfGuard. It
also provides virus scanning feature.
MySpamGuard
MySpamGuard is a suite of OSS Products for email filtering and virus
scanning solution.
MyWorkSpace
MyWorkSpace is a browser based communication suite. Users can read,
send and organise email messages and manage and share calendars,
contacts, tasks and notes with the standards compliant components from the
Horde Project.
MySurveillance
MySurveillance is a security monitoring system application that collects and
analyses security reports from all network devices and system application
such as firewall, database, web server and switches. MySurveillance clientserver architecture helps organisations/individuals to monitor all devices or
applications from a central location (MySurveillance server).
MyMeeting
MyMeeting is a meeting management system which is used for monitoring
projects more effectively. It enhances the effectiveness of communication
process and information sharing among the meeting members.
MyNetWatch
For effective monitoring of servers, network services and devices,
MyNetWatch is the solution to use. MyNetWatch is a network monitoring and
management solution that identifies service unavailability and sends alerts to
Page civ
the network administrator.
Page cv
Here are the OSS usage statistics gathered by OSCC throughout Phase II
(statistics starting from 3rd quarter 2007 till 4th quarter 2009).
100
90
80
60
50
40
30
20
10
0
Sep 30, 07
Oct 30, 07
Nov 30, 07
Dec 31, 07
Jan 31, 08
Jan 3, 08
Mar 19, 08
May 7, 08
May 29, 08
Jun 20, 08
Jun 23, 08
Jul 2, 08
Aug 7, 08
Jul 22, 08
May 8, 08
Aug 14, 08
Aug 27, 08
Sep 8, 08
Sep 16, 08
Sep 22, 08
Sep 29, 08
Oct 13, 08
Dec 4, 08
Dec 11, 08
Feb 3, 09
Feb 13, 09
Mar 10, 09
Mar 31, 09
Apr 16, 09
May 4, 09
May 18, 09
Jun 8, 09
Jun 23, 09
Jul 10, 09
Jul 24, 09
Aug 24, 09
Sep 14, 09
Oct 15, 09
Dec 4, 09
Dec 15, 09
No. of Agencies
70
MySpamGuard
MySurfGuard
MyNetwatch
MyWorkspace
MyMeeting
Date / Year
Figure 13: OSCC Products Implementation by Date
By Quarter
PHASE II
3rd
4th
1st
2nd
3rd
4th
1st
2nd
3rd
4th
quarter quarter quarter quarter quarter quarter quarter quarter quarter quarter
07
07
08
08
08
08
09
09
09
09
MySpamGuard
34
36
38
53
53
74
80
80
81
91
MySurfGuard
17
19
20
25
25
40
49
63
65
80
MyNetwatch
3
3
3
10
10
24
28
48
48
64
MyWorkspace
1
1
3
6
7
20
26
28
30
35
MyMeeting
0
0
5
8
9
26
32
22
23
40
TOTALS
55
59
69
102
104
184
215
241
247
310
Table 39: OSCC Products Agency Accumulative Adoption in Phase II
Page cvi
In MyGOSSCON 2009 from the 133 feedback forms returned, there is good
confirmation of OSCC products usage as shown in the Figure 14 below.
MySpamGuard
MySurfGuard
MyNetWatch
MyWorkSpace
MyMeeting
Existing
83
70
50
32
25
New
7
1
6
3
10
Total
90
71
56
35
35
% Increase In OSCC Products Implementation
40
40
35
MySpamGuard
MySurfGuard
MyNetWatch
MyWorkSpace
MyMeeting
30
25
20
15
12
8.43
9.38
10
1.43
5
0
Figure 14: MyGOSSCON 2009 Feedback on OSCC Products Usage
Based on the above evaluation rating the overall rating scores 95% on ICT
management criteria reflecting the good ICT practice which is in place at
OSCC MAMPU for managing its digital assets. MyMeeting won the 2008
Anugerah Inovasi Perkhidmatan Awam (AIPA) award.
4.7.1 Benchmarking Reports
Benchmark reports were made by OSCC and placed in the Knowledge Bank
on the usage and performance of some of OSCC products. One such useful
report is the Benchmark / Evaluation Report on Content Filtering published
in November 2009 for the MySurfGuard product. The following is a list of
Page cvii
available benchmarking analysis.
1.
Benchmark/Comparison Report on Office Suites
2.
Benchmark/Comparison
Report
on
OpenOffice.org
versions
(OpenOffice.org 2.X and OpenOffice.org 3.X)
3.
Benchmark/Comparison Report on Load Balancer Techniques to
measure Linux Virtual Server performance
4.
Benchmark/Evaluation on Distro for Desktop (Ubuntu and openSUSE)
5.
Benchmark/Comparison on Project Management Software Application
6.
Benchmark/Evaluation on Content Filtering
7.
Benchmark/Comparison on Database (MySQL and PostgreSQL)
8.
Benchmark/Evaluation on Web servers for Budget 2008 Day
9.
Benchmark/Evaluation on Web Servers
10.
Benchmark/Comparison Document Management Systems (Nuxeo and
Alfresco)
11.
Benchmark/Comparison on Network Monitoring (Nagios and Zabbix)
12.
Benchmark/Comparison on Content Management Systems (Joomla
and Drupal)
These benchmarks fulfil the objective of more professional adoption on an
accelerated basis as industry information is available in them to give the
Page cviii
concerned CIOs ample technical background to make an accurate
assessment
with the expected performance of the intended products.
The Advance Virtualisation Facility (AVF) in OSCC is set up to accommodate
agencies that are interested in using/testing OSS products without incurring
the high acquisition cost of traditional server. This assists agencies with
shortage of hardware and no budget to purchase new ones. The AVF will
help maximise ROI for their current machines which may be underutilised.
This also allows the agencies to test various OSS products with different
versions or combinations of configurations.
4.8 Technical Support
OSCC has begun to introduce a more systematic and measurable technical
support mechanism by providing Help Desk support to Public Sector
employees on matters ranging from product inquiries, training requests to
technical problems in using OSS. The Help Desk email contact is
helpdesk@oscc.org.my. The following are the total number of new request
tickets made throughout Phase II.
Status
by
New
Total New Tickets
Total New Tickets
Total New Tickets
(February until
December 2007)
(January until
December 2008)
(January until
December 2009)
117
543
420
Total New
Tickets
1080
Table 40: Year-to-Year New Requests Tickets
Table 41 below gives the breakdown of tickets have been processed for the
Phase II.
Page cix
Status
by
Open
Total Tickets
Total Tickets
(February until
(January until
December 2007) December 2008)
99
451
Total Tickets
(January until
December 2009)
434
Closed
131
532
403
Total
230
983
837
Table 41: Year-to-Year Total Number of Tickets Processed.
The information provided here are those tabulated from requests made to
OSCC Help Desk either via web submissions, telephone calls or emails.
No
Category
Year 2007
Year 2008
Year 2009
1
Hardware
10
17
15
2
Misc
33
46
119
3
Network
7
8
8
4
OSCC Product
121
580
475
5
Training
23
87
56
6
Policy
0
20
12
7
R&D
1
1
0
8
Security
3
0
0
9
Software
32
224
152
** Expression is
faulty **
** Expression is
faulty **
** Expression is
faulty **
Total
Table 42: Year-to-Year Total Number of Tickets by Category
Page cx
Below are examples of technical support conducted in ensuring successful
implementation of OSS among agencies.
Agency
Description
Institut Integriti
Malaysia, JPM (IIM)
Installation for MyWorkSpace was done with
assistance from OSCC's technical team at agency
site. Assisted user throughout till system testing.
Implementation at agency fulfil completion when
system handover and TOT was done.
Jabatan Kebajikan
Masyarakat
Implementation and data migration on MyWorkSpace
for the agency was done with OSCC's technical team
assistance. In addition, technical support on system
configuration & server access issues. After completed
the deployment for JKM users, system handover TOT
was done.
Table 43: Example of request solved on-site
Agency
BTM, Jabatan Kerja
Raya (JKR)
Description
User called up Help Desk relating their problem on
MySurfGuard installation. User sent an email listing
the installation error. Technical team then assisted the
user via phone till it is resolved.
Kementerian Kesihatan User request for assistance in installing MyMeeting
Malaysia
v2.2 using the panel, as he doesn't use a terminal
screen. OSCC's development team followed up user
and assist through the phone till resolved.
Table 44: Example of requests solved via phone
Page cxi
4.8.1 OSCC Assisted Implementation at Agencies
Products
2007
2008
2009
Total by
Products
MyMeeting
1
9
13
**
Expressi
on is
faulty **
MyWorkSpace
1
9
4
**
Expressi
on is
faulty **
MySpamGuard
8
6
3
**
Expressi
on is
faulty **
MySurfGuard
3
7
6
**
Expressi
on is
faulty **
MyNetWatch
1
5
1
**
Expressi
on is
faulty **
Total OSCC Assisted
Implementations
**
**
**
**
Expressi Expressi Expressi Expressi
on is
on is
on is
on is
faulty ** faulty ** faulty ** faulty **
Total Number of OSCC Products
Implemented
114
459
1,013
1,576
Percentage of OSCC Product
Implementation Requiring OSCC
Assistance
12%
8%
3%
5%
Table 45: Number of OSCC Assisted Implementation at Agencies
The OSCC has also provided assistance for the implementation of the 5
OSCC products. Depending on the type of OSS solution, the support request
Page cxii
are higher in the first two (2) years after launching. The percentage of
support requests for implementing OSCC products have decreased since
2007, even though the number of implementations have rapidly increased.
This suggests the growing competency among IT personnel to implement
OSS solutions with minimal external assistance.
Page cxiii
4.8.2 OSCC Mirror Services
To improve the availability of Linux distributions and OSS applications, a
local mirror have been made available. Table 46 provides a list of OSS
solutions available through the mirror service.
Category
Items
Linux distributions
Ubuntu, CentOS, Fedora, Debian, OpenSuse,
ArchLinux
OSS applications
1. Firefox – Web browser
2. Apache – Web server
3. Thunderbird – Email client
4. OpenOffice.org – Office Suite
5. Sea Monkey – Email & Collaboration Suite
OSS documentation The Linux Documentation Project
Table 46: OSS Solutions on OSCC Mirror Service
The mirror service is a single point of reference to source for up to date open
source software without the need for users to register. Since this service is in
Malaysia, this provides Public Sector and the other local OSS enthusiasts
significantly faster downloads of those solutions. This will encourage the
local OSS community to participate in the latest OSS developments and
allows the R&D communities to leverage on the benefits of using the OSS
development model.
Page cxiv
CHAPTER 5: COLLABORATION ON STRATEGIC THRUSTS
Strategic Thrusts represents the other approach for the implementation of
the OSS Master Plan. It involves the participation of other agencies in
achieving predefined outcomes for seven (7) strategic thrust as outlined in
Figure 15 below.
Figure 15: Strategic Thrusts and respective lead and participating agencies
•
Strategic Thrust 1 : Develop OSS Technical Implementation Plan for
the Public Sector (Lead: MAMPU)
•
Strategic Thrust 2 : Entrust a Governing Body to Champion, Monitor
and Drive the OSS Implementation (Lead: MAMPU)
•
Strategic Thrust 3 : Train and Develop Human Resource to Support
OSS Implementation (Lead: MOE)
•
Strategic Thrust 4 : Promote Creativity and Innovativeness via R&D
to Harness Competitiveness (Lead: MOHE)
•
Strategic Thrust 5 : Continuous Development of Policies and Legal
Page cxv
Direction to Encourage Utilization and Production of OSS (Lead:
Attorney General Chambers)
•
Strategic Thrust 6 : Provide Incentives to Prosper the Development
of OSS Solutions (Lead: MAMPU)
•
Strategic Thrust 7 : Optimise Resources by Encouraging Smart
Partnerships with Relevant Organisations (Lead: MOSTI)
Since Phase I, managing the OSS Master Plan Strategic Thrusts is an
important and far-reaching role for OSCC to play. This is particularly true for
those that involve external parties from lead and participating agencies.
OSCC regularly conducts strategic reviews to assist the agencies. Of the
seven (7) Strategic Thrusts, the three (3), namely ST1, ST2 and ST5 have
already achieved the expected outcome in Phase I.
There have been several key outcomes that have been initiated in this Phase
II which is expected to realise the OSS objectives in relation to the general
public and business industry towards achieving a self-sustainable OSS
ecosystem. Distinct programmes have already started in human capital
development through ST3 in collaboration with the participating agencies led
by the Ministry of Education (MOE). This includes the CTP programme, the
OSS IPTA/Polytechnic Development Committee, and the Enhanced Leaning
Management Systems (besides numerous OSS awareness events).
5.1 ST 3 – Train and Develop Human Resource to Support OSS
Implementation
The Lead Agency for Strategic Thrusts 3 is Ministry of Education (MOE) and
Page cxvi
its Participating Agencies consist of National Institute of Public Administration
(INTAN), Public Institutes of Higher Learning (IPTA), National Vocational
Training Council (MLVK), Ministry of Higher Education (MOHE) and Ministry
of Human Resources (MOHR).
Strategic Thrust 3 aims to train and develop human resource, technical
expertise and knowledge for successful adoption, development and
maintenance of OSS solutions and technology.
Page cxvii
No
1.
Action Plan
Status
Impact
Generate greater OSS
awareness amongst
users in the Public
Sector
1.Agencies have added OSCC
hyperlink banners in their
portals to increase access to
OSS references. E.g.
a)Prime Minister's Office
b)MOHR
c)MOE
d)SPA
e)INTAN
f)MOH
g)MOF
h)UKM
i)UniMAP
j)MLVK
Wide spread awareness
provides the Public Sector
with greater choices of
technology that they can
implement to improve the
public service delivery.
2.Agencies and IPTA have
begun to introduce OSS talks
in their ICT events. For
IPTA/Polytechnics, 9 OSS
seminars/days were
conducted.
3.The International
Conference on Open Source
Software in Healthcare
(INCOSSH) 2008, was
organised by Advanced
Medical and Dental Institute
(AMDI), USM in 23- 25
November 2008.
Page cxviii
No
2.
Action Plan
Status
Re-skilling via Training
(User and IT
Personnel) and
certification (IT
Personnel)
1.INTAN jointly developed with
OSCC, 2 web based OSS
trainings;
a)Pengenalan Kepada
OpenOffice.org Writer - Asas
b)Introduction to
MySpamGuard
Impact
OSS human capital
development being
available across the
country and through the
Internet allows OSS
learning regardless of
time and location. Web
based training extends
2.INTAN has started to
learning beyond traditional
introduce OpenOffice.org,
classrooms while creating
Linux and PHP trainings.
savings with respect to
time and travel expenses.
3.A total of 11 agencies and 1 The increase in centres to
IPTA have participated in
provide OSS trainings will
OpenOffice.org Train-Theaddress the overwhelming
Trainer (TTT) programmes by request for training and reOSCC.
skilling of agencies from
OSCC MAMPU. This
4.A total of 7 IPTAs have been leads to building the
appointed as OSCC's CTP.
country's knowledge
Such programmes are to meet based society at a more
the increasing demand for
rapid pace.
certified OSS skills in the
agencies and industry.
Page cxix
No
3.
Action Plan
OSS Education
Status
Impact
1.A total of 11 polytechnics
have incorporated OSS into
their syllabus.
More students will be able
to have access to legal
software at home and any
where to continue
2.All matriculation colleges
learning, as OSS is free to
incorporate OSS in their
be distributed.
syllabus, e.g.
Talent and skills are being
a)GIMP
developed at the school
b)Java programming
and higher education
levels through OSS. This
3.OIPDC was established in
will help to ensure that the
2009 to spearhead the
demand for highly skilled
development and usage of
knowledge workers can
OSS in IPTA including
continue to be met in the
introducing OSS in IT syllabus. future.
Usage of OSS will reduce
4.OSS ICT IPTA Committee
cost in licensing software,
which was established in
where the savings can be
Phase I continue with their
channelled to equipping
activity to implement OSS in
schools with more
lab and IPTA infrastructure. A computers and related
workshop for this committee
peripherals.
was organised in March 2007.
5.MOE has started rolled out
of the enhanced LMS in
phases to 50 schools.
6.MOE conducting
OpenOffice.org POC in 100
Terengganu schools before
deploying to 10,000 schools
nation wide. On 8th April 2009,
a briefing was done for over
400 schools principals in
Terengganu on this project.
Table 47: ST3 Action Plans and its Status Update
Government's education policy contributes greatly to accelerating the
Page cxx
knowledge economy. OSS with its development model and lower entry
barrier will allow better education to reach the public including those in the
rural areas. The availability of OSS certifications and training providers from
basic to advanced levels will be able to continue the growth of human
resource skills.
5.1.1 Key Observations and Way Forward
The ST3 activities have helped to increase the awareness and adoption of
OSS among Public Sector agencies and IPTA. MOE, as the lead agency, has
been actively supporting the ST3 initiatives by promoting the use and
adoption of OSS, both in schools and colleges as well as within the ministry
and participating agencies. The OSS activities are initiated, implemented and
monitored by its own internal OSS Steering Committee (JPOSS).
The inclusion of OSS in ICT syllabus will contribute towards producing OSS
skilled graduates, whilst the use of OSS, such as the Enhanced Learning
Management System, as a tool within the learning environment will assist the
Government to reduce the digital divide and bring forth the growth of a
knowledge based society.
Page cxxi
No.
Key Observations
Way Forward
1
The inclusion of the OSCC
hyperlink banner in the
Prime Minister's Office
website reflects the
acceptance and support for
OSS by the highest office in
the country. This will be a
strong example to
encourage other agencies to
follow suit.
The hyperlink banners should be
expanded to other key Government
websites or portals such as MyGov, all
Federal Ministries, State Government
and IPTA portals to obtain wider visibility
among agencies and IPTA. Agencies
and IPTA also need to intensify its OSS
Awareness activities. Programmes such
as OSS Day, OSS Programming
Contests and OSS talks will help to
further increase awareness and
inculcate greater interest and
appreciation in OSS.
2
The offering of OSS training
in INTAN and strong interest
from IPTA for the OSCC's
CTP signifies the growing
demand for OSS training
among Public Sector
agencies. This provides the
opportunity for INTAN and
the CTP members to join
forces to optimise the use of
its resources for making the
training widely available
nationwide.
INTAN should collaborate with the CTP
appointed by OSCC MAMPU to make
OSS training more widely accessible and
available. This will enable more Public
Sector personnel to be trained, skilled
and certified in OSS which will help in
increasing the depth of OSS adoption in
Public Sector.
3
OSS has been incorporated
into the syllabus at all
matriculation colleges and
several polytechnics.
However, the public
universities have not been
as aggressive in doing so.
The OSS IPTA/Polytechnic Development
Committee (OIPDC), which is chaired by
MOHE and consists of representatives
from IPTA and Polytechnics, need to
drive the effort in incorporating OSS into
the syllabus in these institutions of
higher learning. The OIPDC should
organise appropriate activities to
enhance its visibility among IPTAs and
Polytechnics and guide the IPTAs
towards increasing OSS elements in the
syllabus.
Table 48: ST3 Key Observations and The Way Forward
Page cxxii
5.2 ST4 – Promote Creativity And Innovativeness Via R & D To Harness
Competitiveness
The Lead Agencies for ST 4 are MOHE and MOSTI. Participating Agencies
include IPTA, Malaysian Institute of Microelectronic Systems (MIMOS) and
Multimedia Development Corporation (MDeC). There are two activities for
development of ST 4:
1.
Establish the mechanism to plan, coordinate and monitor OSS R&D
activities
2.
Leverage the R & D centres in the IPTA to lead the OSS R & D efforts
Page cxxiii
Action Plan
1.
Establish the
mechanism to plan,
coordinate and monitor
OSS R & D activities
Status
1.MOSTI developed the OSS
R&D Framework in 2008.
2.MOSTI revising OSS R&D
Framework for industry in
2010.
Impact
The de facto guidelines for
R&D projects can be used
by IPTA and industry to
accelerate the availability
of governance and
infrastructure for the wide
spread adoption of OSS.
3.MOHE will jointly work with
OIPDC to coordinate R&D
activities in IPTA.
2
Leverage the R & D
centres in the IHL to
lead the OSS R & D
efforts
1.MOHE reported that the
Research Management
Centre of IPTAs have
indicated OSS research
activities exist but no details
are provided.
Increased OSS research
facilities will allow faster
access to newer
technology therefore
allowing greater
competitive edge to
develop high end solutions
2.MOHE has issued a circular and contribute towards
to all IPTAs to establish an
being a higher income
OSS Centre. As a result, 6
nation.
IPTAs have established OSS
centres while some IPTAs are
using their existing Research
Management Centres for all
OSS research activities.
The OIPDC with strong support from MOHE and high level committees of the
Universities such as the Dean Council will help to better coordinate OSS
R&D activities. However, it was observed that MOSTI as the lead agency for
ST4 does not have the authority over IPTA activities and MOHE has also
indicated that they are not in the capacity to plan and execute activities at
IPTA. IPTAs are autonomous in their administration which makes it difficult
for MOHE to roll out OSS plans. A new approach is needed to drive this ST
forward.
Page cxxiv
ST4 has helped to initiate the creation of the R&D enabling environment.
However the implementation need to be strengthened to accelerate the
development of these activities. Both lead agencies, MOSTI and MOHE,
need to increase its coordination efforts towards realising the goals of ST4.
Page cxxv
No.
Key Observations
Way Forward
1
MOSTI has developed a
National R&D framework
but it needs to further
promote it and obtain buy-in
from among all IPTAs
towards aligning and
focusing the nation's R&D
direction. When there is
buy-in on the framework,
the OSS R&D activities will
be able to flourish and
expand further.
MOSTI and MOHE need to coordinate
closely to guide the OSS R&D initiatives
in the institutions of higher learning. Both
agencies should work through the OSS
IPTA/Polytechnic Development
Committee (OIPDC) to obtain buy-in and
support on OSS R&D from the IPTA and
Polytechnics.
MOSTI maintains the
Malaysian Science and
Technology Information
Centre (MASTIC) portal
which contains lists of
Science & Technology
research projects, human
resource and facilities. The
information in the portal is
contributed by various
research organisations
including IPTA. However,
this portal has not been
effectively utilised as a
channel to further increase
OSS R&D activities.
The MASTIC portal should be promoted
by MOSTI to encourage further
collaboration on OSS R&D between
Public Sector, R&D and business
communities. To complement this effort,
MOSTI should include a category on
OSS research projects, OSS research
facilities and OSS developers in the
MASTIC portal. Through these
collaboration on OSS research projects,
it provides a foundation to significantly
increase creativity and innovation
towards achieving the Vision 2020 goals.
2
Besides commercially driven research or
applied research projects, equal
emphasis need to be given to basic
research in OSS or Computer Science
branches, such as generating new
knowledge in algorithms, protocols,
methodologies and others. The
increased wealth of knowledge gained
will accelerate growth of a knowledge
based society.
Page cxxvi
No.
Key Observations
Way Forward
3
The number of IPTA with an
OSS Centre is currently still
quite low although a circular
has been issued by MOHE.
More effective channels of
engagement with IPTA are
needed to drive the OSS
R&D initiatives.
The OIPDC should organise activities to
enhance its visibility among IPTAs and
Polytechnics. OIPDC need to create an
ongoing engagement with the IPTA to
encourage greater interest in OSS R&D
activities. With the visibility and
engagement, it will help to increase the
IPTA's take up rate in providing facilities
to support OSS research and
development.
Table 50: ST4 Key Observations and the Way Forward
5.3 ST6 – Provide Incentives to Prosper the Development of OSS
Solutions
ST 6 is led by MAMPU and supported by Economic Planning Unit (EPU) and
Public Service Department (JPA). ST 6 aims to prosper and increase the
development and usage of OSS in the Public Sector by providing financial
compensation, public recognition or other benefits used to reward higher
levels of performance, growth and new ideas or contribution to the OSS
community. There are two activities for the development of ST 6, as follows:
•
Develop incentives for inculcating growth in OSS usage
•
Develop incentives and funding programs
Page cxxvii
Action Plan
1.
Develop incentives for
inculcating growth in
OSS usage
Status
1.To date a total of 65
submissions have been
received for the OSS Case
Study Award over 2 years.
Impact
All the incentives that have
been organised shows
that there are a growing
implementation of OSS in
the country. Human capital
2.OpenOffice.org contest
development includes
received a total of 16
recognising skills to
submissions from schools in
encourage further growth
Putrajaya.
and such events have
shown that the response
3.24-Hours Web Development was very well received.
Contest received a total of 25
teams that consist of 104
developers.
4.MOE in cooperation with
MAMPU, Red Hat and other
organisations has organised
ODF Olympiad 2008 which
received participation from 7
schools and 1 college. At
international level, Malaysian
contestants have won 3 out of
4 categories which was
conducted in Hyderabad,
India:
•SK Bandar Baru Sri
Petaling 2
•SMK Sultan
Sulaiman
Terengganu
•Pahang
Matriculation
College
1.IPTA and Polytechnics have
carried out a total of 9 OSS
Days/Seminars.
Page cxxviii
2.
Action Plan
Status
Impact
Develop incentives and
funding programs
1.MOSTI promotion of
available funds includes OSS
R&D projects. In 2009, OSS
funds under MDeC was a total
of RM10 million for 3
categories that also covers
R&D development.
Promoting the availability
of MOSTI funds on OSS
will reduce fears that it is
difficult to receive funding
due to the nature of OSS.
OSS provides greater
access to high end
technology and at a lower
cost, that in turn will boost
the local R&D and spur
Malaysia into a nation of
technology producers.
2.MOSTI funding schemes
cover OSS R&D projects
without any prejudice. Up to
December 2009, 45 funds for
OSS based projects were
distributed. Below are their
breakdown according to type
of grants;
a)Science Fund – 23
b)Techno Fund – 8
c)Content Development Fund 5
d)DAGS – 8
e)Inno Fund – 1
1.MAMPU will work closely
with MOSTI and MDeC on
their funding/grant schemes.
MOSTI and MDeC presented
their schemes in 2009 IPP
Workshop. MOSTI has also
presented their funding
scheme to industry during their
ST 7 workshop in July 2008.
Availability of incentives and funding are a main factor for engagement in
encouraging OSS industry and wide spread implementation in the Public
Sector.
Page cxxix
ST6 has helped to generate the growth of the OSS industry and OSS
community through provision of various incentives such as OSS awards,
competitions and research grants. It has greatly assisted to realise one of the
enabling
environment
for
establishing
the
OSS
ecosystem.
No.
Key Observations
Way Forward
1
There is very encouraging response for
the OSS competitions and awards
organised as well as for the grants and
funds made available by MOSTI for
research projects from Public Sector, R&D
and business communities. The OSS
competitions and awards can contribute
to increasing growth of OSS usage.
Therefore, it should be continued and
made more attractive to solicit more
participation from all communities.
All 3 communities, namely Public Sector,
R&D and business communities should
continue to be invited to participate in
every OSS competition and awards in
future. With a wider pool of OSS users
targeted, it will stimulate greater interest in
OSS and encourage more participation to
produce innovative and creative OSS
solutions.
5.4 ST7 – Optimise Resources By Encouraging Smart Partnership With
Relevant Organisations
MOSTI is the Lead Agency for ST7 and Participating Agencies consist of
MOHE, MOE, IPTA, MDeC, MIMOS and Malaysian Venture Capital
(MAVCAP).
There are two activities for the development of this strategic thrust as
follows:
1.
Encourage partnerships with local businesses to commercialize OSS
solutions
2.
Establish communication channels between Public Sector, Research
Bodies, Businesses , Financiers and the Community
Page cxxx
Page cxxxi
Action Plan
Status
Impact
1.MOSTI Techno Fund
scheme has incorporated the
collaboration model for the
applicant to collaborate with
Government research institute
or Institute of Higher Learning.
Up to December 2009, there
are 9 recipients for Techno
Fund for OSS based projects.
The Government and
industry are encouraged to
provide better and people
friendly services through
ICT with the widespread
availability of affordable
and highly reliable OSS
solutions, resources and
local support.
Improvements will provide
better access to
information, that will
empower the socially and
economically marginalised
through the development
of computer skills.
1.
Establish collaboration
models for Smart
Partnership
2.
Encourage partnerships 1.There are a total of 71
with local businesses to registered OSS vendors in the
commercialise OSS
OSCC E-market place.
solutions
2.MOSTI assist in
commercialising suitable OSS
projects by providing funds for
research up to precommercialisation stage
(prototyping), such as Science
Fund, Techno Fund and
InnoFund.
a)As of December 2009, there
are 32 recipients for Science
Fund, Techno Fund or
InnoFund.
Page cxxxii
Moving Malaysia towards
a nation of high
technology producers to
meet the global market.
As more local OSS
projects are
commercialised, Malaysia
can conserve its foreign
currency reserves, reduce
reliance on imports and
the need for enforcement
on piracy.
Action Plan
3.
Establish
communication
channels between
Public Sector, Research
Bodies, Businesses,
Financiers and the
Community
Status
Impact
1.MDeC and MOSTI
supported by MAMPU
organised MSC Malaysia
OSCONF 09 with 876
registered delegates from
Government, industry and
OSS community.
The R&D centres and
industry will increase
commitment to invest in
OSS R&D and solutions to
meet the demand as the
Government being the
largest ICT consumer
increases in OSS
2.In total, 3 MyGOSSCON
adoption.
conferences (see details in the Adoption of OSS is
MyGOSSCON section) have
expanding not only in the
been carried out with industry Government but also to
support from;
the industry as
a)MSC Malaysia
collaborations through the
b)Federation of Malaysian
conferences reach the
Manufacturers (FMM)
masses through members
c)Persatuan Industri Komputer of the MSC Malaysia,
dan Multimedia Malaysia
FMM, PIKOM, MCCM,
(PIKOM)
ACCCIM and MAICCI on
d)Malay Chamber of
benefits of OSS.
Commerce Malaysia (MCCM)
e)The Associated Chinese
Chambers of Commerce and
Industry of Malaysia (ACCCIM)
f)Malaysian Associated Indian
Chamber of Commerce &
Industry (MAICCI)
The availability of a self sustaining OSS ecosystem. Industry will tend to
commit financial investment when there are strong indicators and support
from the Government and this is the same for investment in OSS.
Page cxxxiii
ST7 has relatively achieved little success in forging Smart Partnerships
between Public Sector, R&D and business communities.
No.
Key Observations
1
The collaboration element is
not a mandatory criteria in
the evaluation of MOSTI's
pre-commercialisation
grants such as TechnoFund.
This situation does not
encourage the need for
greater partnerships with
local business communities.
Way Forward
Greater emphasis is needed for
collaboration with local business
communities as a important criteria for
future disbursement of grants for
commercialisation purposes. This will
help to increase and spur more smart
partnerships in future.
Page cxxxiv
CHAPTER 6:KEY OBSERVATIONS AND WAY FORWARD
6.1 Building Upon Successful OSS Implementations for Moving Up The
e-Government Value Chain
Malaysia is ranked high at number 17 out of a total 192 countries by the
United Nation's Web Assessment Index. This has seen a rise from the
previous ranking of 35 in 2003, prior to the start of this OSS Programme.
The rise in ranking was credited by the United Nation's to the websites of the
Ministry of Finance, Ministry of Human Resource, and the Social Welfare
Department. All of these agencies are using the open source Joomla content
management system.
The success of these OSS implementation is a good opportunity to build
upon an existing global scale success to further enhance Malaysia's national
competitiveness. This can be achieved through two approaches:
1.
Encouraging the usage of the software and functionalities for other
agencies
2.
Enhancing
the
existing
implementation
by
developing
new
functionalities
Some of the functionalities according to the United Nation's Stages of Web
Measure Index are outlined in Table 55.
Page cxxxv
Web Measure Index
Functionality
Stage II
•Archived information (laws, policy documents, etc.)
•Site offers news section
•Databases (web access to / downloadable statistics)
•One stop shop / single window
Stage III
•Downloadable forms
•Submission of online forms
•Audio, video feature
•Electronic feature
Stage IV
•Personnel online account
•Payment by card
Stage V
•Encouraging citizen participation
•E-mail sign up option
•Response time frame indicated for e-mails / forms
Table 55: Web Measure Index Functionality
As OSS software programs allows the freedom of choice on usage,
modification and redistribution, there are potential opportunities that the
software that are used in the successful implementations, can be modified to
include the additional functionalities, redistributed and usage expanded to
other agencies.
6.2 Using OSS As A Cost Efficient Approach for Providing Web
Application Services
OSS content management and database systems have become popular
building blocks for developing web based applications and portals. For
example the popular open source Joomla and Drupal content management
systems has hundreds of readily available extension modules for adding ecommerce, group ware, form designer, access control, payment gateway,
which makes such systems suitable for rapid deployment of applications.
The number of implementations for these OSS solutions are expected to
grow further to meet the demands for web based applications as the society
Page cxxxvi
becomes more connected through the internet. The OSCC training,
certification and collaboration, for example with IPTA, will further increase
the competency of the Public Sector in these areas.
Use OSS for rapid deployment of web based applications can give
significant amount of savings on foreign proprietary software licensing. The
estimated costs savings is RM280,489 based on the components as outlined
in Table 56.
Web Application Software Components
Estimated Proprietary
Licensing Cost (RM)
Linux Server
14,113
Firewall
27,042
MyNetWatch
14,700
Database Server
70,317
Web Server
6,864
Mail Server
27,042
Content Management System
120,411
TOTAL
280,489
Table 56: Estimated Proprietary License Cost (RM)
Estimated
cost
savings
such
as
the
above
for
common
OSS
implementations should be included as part of the financial consideration in
the OSCC published guidelines besides the technical guides. This will
greatly assist Government agencies in the selection of a cost-effective
solution that will be fit for purpose.
6.3 Increasing geographic dispersion of OSS implementation sites
This Phase II OSS Programme has successfully achieved its goal for
Accelerated Adoption. OSS implementations have accelerated across federal
and state agencies. With the growing market penetration of broadband
Internet services, ICT projects are expected to disperse geographically
Page cxxxvii
across the nation.
OSS is expected to continue being an attractive proposition in these ICT
projects, particularly for programmes on reducing the digital divide, as there
is no client usage restrictions. The number of OSS web servers and
applications will continually grow with the exponential growth in broadband
Internet subscribers.
Physical on-site support will become increasingly challenging as the rate of
OSS implementation could quickly out-pace the rate of competency levels
that is possible through physical classroom training. This requires leveraging
on distance learning, continuous proficiency education, and training
providers to enlarge the capacity for human resource development.
Collaborative strategies such as through a Panel of OSCC MAMPU Products
Service Providers, INTAN EPSA online learning, CTP programme and
OIPDC partnership is expected to bear results in enhancing the OSS
enabling environment to bridge physical geographic dispersion. Moving
forward, this OSS Programme can already focus on more specific initiatives
and programs, rather than broad open ended strategies.
6.4 Use of OSS in shared or outsourced services
The number of OSS Survey respondents indicating adoption of OSS is
76.8% which is significantly lower than the 96.4% reported by OSCC. Part of
this can be attributed to the use of shared or outsourced services by these
agencies such as web hosting, where the responding agency is not aware
that it is using OSS. For example, the Johor and Terengganu State
Governments have provided a web portal which operates on OSS solutions
for all its agencies. For the agency, they have not physically implemented
any OSS solution but is a user of OSS.
This is expected to be a growing trend for shared or outsourced services
where the Government can gain costs savings from consolidating hardware,
Page cxxxviii
network infrastructure and operational manpower across agencies. This will
afford the Government to further leverage the implementation of on-line
services in consolidated data centres without having to increase the
infrastructure and manpower in the smaller agencies.
New technology such as cloud computing could accelerate this shift. OSS
has a distinct advantage on the freedom of usage and lower costs, however
this new technological area may see OSS lagging behind in terms of features
and support. The OSCC had already set-up an Advanced Virtualisation
Facility (AVF) that can be studied for suitability in offering such consolidated
services.
6.5 Increasing competency within the agencies towards in-house OSS
implementation
This BRR report had already noted from the case studies an increasing
competency among the larger Public Sector agencies towards in-house OSS
implementations. This level of self-reliance competency is expected to result
in the accelerated implementation of OSS as it allows the agency to
undertake ICT projects within a lower budget and shorter procurement
processing.
The impact would be an increase in use of ICT for enhancing the delivery of
Government services and reducing the outflow of Government expenditure
on foreign proprietary software licensing. The highest growth is expected to
be in the area of on-line community (G2C) and employee (G2E) type of
services.
This requires the continuous development of standards and best practices to
guide and monitor the deployment, operations and maintenance of OSS
implementations. In vendor driven implementations, vendors have a
commercial incentive for continuous annual upgrades and subscriptions fees.
With in-house implementations, agencies need to be guided for managing its
digital assets.
Page cxxxix
OSCC published guidelines such as MyGIFOSS, Web Application Guidelines
and Benchmark Reports need to be consistently applied. This could be
implemented in the OSS Case Study Award submissions or extended in the
Evaluation Rating criteria.
6.6 Strategic Engagement on OSS Product Development
With a good strategic framework of sufficient initiating activity on the ground,
the greatest potential of adoption came from follow-up action. With that,
OSCC was able to take on continuous challenges interfacing with numerous
agencies that requires more issue management and rethinking or
workarounds to problems.
For example in 2007, OSCC as a follow up from a successful first
MyGOSSCON event, contacted agencies that indicated interest to follow-up
on exploring initiatives. Personnel from MINDEF, Integrity Institute of
Malaysia, MARA, Fisheries Department, MOSTI, Standards Department,
Ministry of Home Affairs, Ministry for Women Affairs responded to calls and
meetings were held. There is positive outcome where these agencies began
to adopt OSS solutions. Such business development and marketing oriented
activity among the agencies has proven vital.
The above leads to an observation that there is a potential for business
development of more unique and versatile OSS products or solutions for the
respective agencies. There are strategic user-environments that are more
fine-tuned from agency to agency that requires differentiated context of
treatment.
During reviews, OSCC can refer to the expert community for more
contemporary opinion. This can inculcate a culture for continuous
improvement and nurture an ecosystem for collaboration between the user,
Page cxl
developer and business communities.
6.7 Continuous Re-Emphasis on Policy and Practice
There is an ongoing task to link between policy and practice. For example,
the training schedule seems to emphasise more on products rather than
standard policy and practice of OSS. The training would need to involve
topics such as OSS community culture or give the attendees a refresher on
the OSS Master Plan, role of OSCC and the published policies as part of the
standard training module.
There is still a high need for awareness and all avenues be it via casual
activity such as training should be used. The message of OSS requires a
bottom-up word-of-mouth campaign and continuity that is vital for selfreliance and a knowledge-based society.
6.8 Realignment of Strategic Thrust Activities Towards Focused
Programs
On the whole, the Strategic Thrusts initiatives that started in 2004 has not
produced the desired outcomes across the board. Despite several Strategic
Thrusts workshops and meetings facilitated by OSCC MAMPU to help the
relevant agencies to plan and coordinate the activities, the implementation of
these activities did not produce the expected results. Some of the situations
that posed issues are procedural such as the situation where the personnel
responsible during previous discussions were no longer at the same role or
task due to normal job movement or transfer to another agency and no
replacement or hand-over was conducted to ensure continuity of ownership.
There are achievements in some of the initiatives but collectively, it is not
significant enough to achieve the overall objectives. In Phase I of the OSS
Master Plan, three (3) of the seven (7) initiatives were completed. In Phase
Page cxli
II, the remaining initiatives that have not completed are:
Strategic Thrust (ST)
Descriptions
Strategic Thrust 3
(ST3)
Train and Develop Human Resources to Support
OSS Implementation
Strategic Thrust 4
(ST4)
Promote Creativity and Innovativeness via R&D to
Harness Competitiveness
Strategic Thrust 6
(ST6)
Provide Incentives to Prosper the Development of
OSS Solutions
Strategic Thrust 7
(ST7)
Optimise Resources by Encouraging
Partnership with Relevant Organisation
Smart
Table 57: Strategic Thrusts - Incomplete Status
ST3 is considered to have produced the most results compared to other
initiatives. This is mainly due to the commitment displayed by the Lead
Agency, MOE and its Participating Agencies and was led by MOE's OSS
Steering Committee (JPOSS). Various OSS activities were organised to
increase the awareness and adoption of OSS, developing OSS skills of the
Public Sector personnel and inclusion of OSS in the syllabus. Although
some success have been achieved towards these goals, more needs to be
done to effectively engage all stakeholders of ST 3 to strive to achieve
greater outcomes that will assist the Government to reduce the digital divide
and bring forth the growth of a knowledge based society.
Similarly, the ST 6 initiatives led by MAMPU and supported by MOSTI have
also produced encouraging results based on the responses received from
Public Sector, R&D and business communities to the various activities
organised which includes OSS competitions, awards and research grants.
These achievements helped to increase the growth of the OSS industry and
OSS
community
towards
establishing
a
strong
OSS
ecosystem.
Nevertheless, more attractive incentives, engagement and coordination are
needed with the Public Sector, R&D and business communities to gain their
commitment and support in helping to create an effective and resilient OSS
Page cxlii
ecosystem.
To date, the ST 4 and ST 7 initiatives have produced relatively little results
towards achieving their respective objectives and goals in R&D and Smart
Partnerships. The activities carried out were minimal and were hampered by
delays and poor monitoring. The lack of priority, focus and continuity of
efforts by the lead and participating agencies of these Strategic Thrusts
initiatives were the primary reasons for the much delayed implementation
and monitoring of activities. These agencies need to map out a clear and
concise strategy and plan as well as a more effective coordination between
them towards realising the goals of ST 4 and ST 7.
Moving forward, the Strategic Thrusts model and approach need to be
revamped. The new modal and approach should be formulated and reviewed
with all of the lead and participating agencies to identify and rectify the
weaknesses and shortcomings. By working together to improve on the model
and approach, it will also pave the way to instil a
stronger sense of
ownership from the lead and participating agencies. It is also essential that
the revised model and approach for the Strategic Thrusts initiatives are
endorsed by GITIC, which is the highest decision making body for ICT in the
Public Sector.
Page cxliii
6.9 Conclusion
This Phase II has surged the Malaysian Public Sector OSS Programme
forward towards fulfilling the OSS Programme objectives. Key benefits were
achieved with respect to reducing total cost of ownership, reducing vendor
lock-in, increasing choice of software usage and increasing interoperability.
Beyond the Public Sector, this OSS Programme has engaged and
collaborated with the business, research & development communities on
reducing digital divide, increasing growth of local ICT industry, increasing
growth of OSS user and developer community as well as to increase growth
of a knowledge-based society.
Despite the achievements of OSCC MAMPU, its role is still essential to
ensure continuity of the OSS Master Plan strategies, especially for the newly
introduced programmes for strengthening the Malaysian OSS ecosystem
towards self sustenance.
Page cxliv

malaysian public sector open source software

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