<Insert Picture Here> Project Case Study The Club

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1 <Insert Picture Here> Project Case Study The Club Elliot Smart Consultancy Manager - LogicaCMG

2 Agenda Oracle and LogicaCMG The Club Project Background Technical Solution Overview Delivery Project Overview Outcome, Lessons Learned and Next Steps

3 Oracle and LogicaCMG <Insert Picture Here>

4 Who are LogicaCMG? Nearly 40 years of experience in IT 40,000 people in 41 countries A broad portfolio across key industry sectors for a worldwide client base ISO9001:2000 and TickIT accredited Listed on the FTSE, techmark100 and AEX exchanges. Approximately 4Bn capitalisation Approximately 4.5Bn turnover worldwide More than 450m UK Public Sector revenue in nd largest European-listed IT services company by market capitalisation LogicaCMG a top 20 global IT services player and 7th in Europe by revenue

5 Oracle and LogicaCMG - ECM Worked with Stellent since successful implementations 6 UK Public Sector projects Key LogicaCMG ECM partnership LogicaCMG chose Stellent because (as of Mar 31 Stellent became Oracle UCM) Architecture Integrated solution, interface and repository Total Cost of Ownership Very cost effective solutions Vendor Viability Financially sound, profitable, long term viability Leadership Gartner Leaders quadrant

6 The Club Project <Insert Picture Here>

7 What is The Club? The Club is a consortium of three government departments: Each department had a pressing need to replace their existing web sites and web infrastructure They joined forces so as achieve economies of scale derived from the implementation of a shared service and solution, based on one hosted infrastructure with a shared deployment of application software The contract is for a five year managed service and was awarded in November 2005 A key focus of the solution has been the development of a core software factory for common components, along with strong project and solution architecture management to ensure maximum reuse of developed components The solution also caters for department-specific functionality to meet their individual needs

8 Background Existing platforms were not fit for purpose going forward Dept of Health (25K pages, 25K PDFs) Directgov (11K pages) Dept for Education & Skills (300+ sites, 50K pages) DotP (Deliver on the Promise) Launched in April 2003 Highly customised and bespoke content management solution Multitude of different technologies and platforms

9 Original goals of The Club To implement a hosted and managed COTS based CMS Service which meets all Club Members requirements and is capable of extension to meet future requirements without extensive redevelopment, or significant additional investment To promote and establish a collaborative relationship and a shared service ethos amongst Club Members To use the collective power of Club Members to achieve very high quality Services at affordable levels and achieve value for money and economies of scale. To ensure the commercial terms are a compelling proposition and advantageous to all Members and remain so for the life of the Service. To create a Club environment that encourages new Members to join. To implement collective governance and operational management that delivers the appropriate level of representation, control and influence for all Club Members in the running and development of the Service. To implement governance and financial arrangements that are fair and transparent to all Club Members for the life of the Service Agreement. To achieve efficiency savings and improved Service to customers and stakeholders

10 Original Project Requirements Robustness of service and high availability Distributed user base Ease of use Linking functionality Transactions and application integration Personalisation and Localisation Multi-lingual support Decision Trees and user tools Search Extension of existing model Accessibility and Social Inclusion User tracking unpredictable peaks, national emergencies, etc regional vs central gov, 62M citizens wide variations of users capabilities critical to support easier navigation Joined-up Government, capturing information once Citizen Relationship Management Welsh Govt, multi-cultural Britain Navigation help, calculators, wizards Cross-govt, local and central, agencies, govt sponsored links Central Local content distribution already in place UK legal requirement, W3C WAI AAA Service improvement, reporting

11 The Xansa consortium Prime Contractor Service Management leadership Delivery excellence Implementation lead Independent product selection ECM implementation record Core ECM Solution Best fit package Proven in Government Hosting Tier 1 provider Genuine On Demand service Migration Content migration specialism Track record

12 The Solution <Insert Picture Here>

13 Logical Architecture New solution is made up of an assembly of best of breed technology components to form a fully integrated, flexible and scalable solution that is shared by all Club members Strategic solution to meet the Club s long term content management requirements Dept of Health Directgov Dept for Education & Skills

14 Third party Integration & Assembly Oracle UCM

15 The Solution - Challenges <Insert Picture Here>

16 Multiple Site Delivery

17 Content Migration 11,000 webpages for Directgov and 25,000 webpages for DH were migrated from dotp into Oracle UCM using an automated process. The content was checked in via Oracle UCM Web Services. The key challenges were: Design/Document a stable Meta data Model and XML schema for each Content Type. Define a process for loading content: Validate 1 XML document manually to confirm XHTML compliance. Prepare Content Server by disabling workflow and disabling all custom code. Loading 1 XML document for each content type to validate load process and ability to index. Viewing each content type through each type of template to validate quality of content. Performing a bulk load to validate greater volumes of content. The main issues: Evolving design which meant that the goals for migration were never fixed. The Migration company did not understand all aspects of the design and so loaded content and Meta data incorrectly.

18 Accessibility Sites were required to be AA compliant (Original requirement was AAA + SeeItRight, similar to legge Stanca) The key challenges were: Delivering compliant XHTML across a number of browsers including IE 5.0 on a Mac. Customising the out of the box WYSIWYG to provide clean/compliant XHTML. Override Oracle UCM Site Studio Includes to hide XML and Javascript from the HTML source on Consumption. The main issues: Site Studio required more effort than expected to make AA compliant. The WYSIWYG in particular caused a number of problems. Migrated content contained a large amount of HTML which failed accessibility and so support was required on cleaning this up and removing inline styling.

19 Search Integration This involved integrating Oracle UCM with Autonomy K2. The key challenges were: Delivering the search results page sub 2 seconds. Ensuring that content was searchable within 15 minutes of being published. The main issues were: Indexing in a clustered environment. Dev and System test was not clustered so unforeseen issues arose. Performance: The search engine was load tested over several hours which highlighted: Performance degradation. Memory Leak in K2. Issues around the use of different locales Ensuring that search results were always returned: This was because collections were switched offline/online in a split second and so required a retry of the request from the client. Detecting that K2 is up and running - K2 does not return any form of error code.

20 Common Customisations Delivering a Link Bank solution to re-use link objects and determine on delivery of the page wether the link remained a valid link. External Links stored as objects. Links to internal documents were embedded in XML using IDs to point to the page or section. No hardcoding of links. Enabling the ability to override at runtime any title or description associated to the default link object. Delivering a Multilanguage solution. English and Welsh documents needed to be linked (UK legal requirements) English and Welsh documents had to trigger different workflows. Upon translation of an English document into Welsh, the Welsh document had to be automatically generated and assigned to Welsh users to translate. Delivering a series of yes/no questions using Decision Tree software from Vanguard. The software required alterations for AA compliance. The solution complexity increased because the use of Javascript was not possible. The technology and integration introduced a steep learning curve with Decision Scripts operating on a Windows box and Oracle UCM on a Linux box.

21 Performance Tuning Testing introduced a number of additional challenges: Introducing a cache which would expire after 10 minutes per page. Minimising the time to download the HTML for each page by compressing CSS on the Web Server. The CSS was reduced to approx 5k per page. Identifying and improving slow SQL statements. Some were core Oracle UCM and some were custom. Overriding some Oracle UCM services to return required resultset in a more performant way. Identifying and fixing all errors from log files to minimise logging.

22 Documentation / Knowledge Transfer Each department had to own its own solution Bespoke requirements introduced the need for local master design documents

23 The Delivery Project <Insert Picture Here>

24 Original key scope and approach Q4 Q1 Q2 Q3 Q4 Phase 1 Design Build Phase 1a Design Build Phase 2 Design Build Launch Launch Launch Core COTS functionality Bespoke development or customisation Ongoing common and member-specific enhancements

25 Revision separation, change in timelines Q4 Q1 Q2 Q3 Q4 Phase 1 Build Launch Phase 1a Design Build Launch Design Phase 1a Build Test Drop A Drop B Drop C Drop D Common phase 1 design forms basis for solution DG and DH retain significant commonality, driven by as-is migration from common platform DfES have wider, richer requirements phase 1 only delivers contribution functionality DfES Phase 1A now provides smaller drops of increasing functionality and two web sites

26 Revision further separation Q3 Q4 Q1 Q2 Q3 Phase 1 Phase 1a Test Hand Over Requirements Test Hand Over Requirements Content Migration Release DfES 1 and 1A Web Minimum Requirement Enhanced Functionality Directgov live on 15 th January DH live on 14 th March DfES re-structured again to provide increasing functionality against revised timelines DG and DH requirements now less common. The process of finalising the next phase is ongoing

27 Programme Challenges Common requirements became a challenge COTS approach was severely challenged Variations in core solution components Governance and communication Resource continuity and organisation change

28 <Insert Picture Here> The Outcome Lessons Learned and Next Steps

29 Successful Delivery of Sites

30 Successful Delivery of Sites

31 Successful Delivery of Sites

32 Successful Delivery of Benefits Implement a hosted COTS CMS Service which meets Club Members requirements Capable of extension to meet future requirements without extensive redevelopment, or significant investment To promote/establish collaborative relationship and a shared Service ethos amongst Club Members Achieve high quality Services at affordable levels, achieve value for money & economies of scale. To create a Club environment that encourages new Members to join. To implement collective governance and operational management that delivers the appropriate level of representation, control and influence To implement governance and financial arrangements that are fair and transparent to all Club Members for the life of the.service Agreement. To achieve efficiency savings and improved Service to customers and stakeholders Achieved, but some work remains The implemented solution will form suitable basis for further work Ensuring that all parties maintain a focus on identifying, agreeing and maintaining a focus on common solutions remains a challenge Too early to say, but the signs are good A pipeline exists, ongoing success delivered for existing members is the key to unlocking this Challenges here are acknowledged by all parties and the will to address this exists in all members and work is already underway Achieved rules and processes exist and will evolve as the nature of the service evolves Too early to say, but the signs are good

33 Lessons Learned and Next Steps COTS approach less appropriate for complex, multi-party solutions Solution Cohesion Maintaining a single vision is very challenging Good communication and regular solution reviews are vital Sometimes things are going to be built bespoke Governance A better model is being adopted going forward The will exists from all parties (Club and Xansa consortium) to achieve this Implementing next phase now Requirements gathering approaching completion Continuity a challenge for resources and vision Attracting other government departments

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35 Search Integration Back