Enterprise Content Management Project (Final) REDACTED

ISiS Partnership Enterprise Content Management Project

Variant Bid Volume 2

Section A4.5

28th November 2006

Enterprise Content Management Project

Table of Contents

1 ........................................................................... 1 Summary of ECM Solution

2 .................................................................................. 2 Scope of ECM Project

2.1 ...................................................................................... 2 Functional Scope2.2 ........................................................................ 6 Specially Written Software2.3 ......................................................................................... 6 Data Retention2.4 .......................................................................................... 6 Data Migration

3 .................................................................................... 7 Previous Experience

3.1 Bedfordshire County Council .................... Error! Bookmark not defined. 3.1.1 The Business Problem........... Error! Bookmark not defined. 3.1.2 The Solution........................... Error! Bookmark not defined. 3.1.3 Customer Perception ............. Error! Bookmark not defined.

3.2 US Army ................................................... Error! Bookmark not defined. 3.3 Norwegian National Insurance Service..... Error! Bookmark not defined.

3.3.1 The Business Problem........... Error! Bookmark not defined. 3.3.2 The Solution........................... Error! Bookmark not defined. 3.3.3 Customer Perception ............. Error! Bookmark not defined.

4 ................................................................................ 8 Approach and Methods

4.1 ......................................................................... 8 Approach and techniques4.2 ......................................................... 9 Plans for the Delivery of the Project

4.2.1 .... 9 Stage 1: Requirements assessment, planning and design4.2.2 ................................ 10 Stage 2: Installation and Configuration4.2.3 ........................... 10 Stage 3: Customization and Development4.2.4 ..... 10 Stage 4: Operational Procedures, Test and Deployment4.2.5 ......................................... 10 Stage 5: Pilot user group training4.2.6 ............ 10 Stage 6: Pilot, Establish ECM Centre of Excellence4.2.7 ................................................. 10 Stage 7: Production Rollout4.2.8 ....................................................... 11 Stage 8: Phase Closure4.2.9 . 11 Stage 9: Follow-on Phase planning, Periodic Health check

4.3 ........................................................ 11 Strategic Partner’s Responsibilities4.4 ....................................................................... 11 Council’s Responsibilities

5 .......................................................................................... 12 Cultural Change

6 .................................................................... 13 Link to Wider Transformation

6.1 ............................................................................. 13 Wider Transformation6.2 .................................................................................... 13 ISIS 7 Objectives

7 ....................................................................................................... 15 Benefits

7.1 ......................................................................... 15 Critical Success Factors

8 ...................................................................... 17 Products and Infrastructure

8.1 ............................................................................... 17 Third Party Software8.2 ..................................................................... 17 Strategic Partner Software8.3 ...................................................................... 18 Specially Written Software8.4 .......................................................................... 18 Technical Infrastructure

IBM Response to ISiS ITN Volume 2 – Section A4.5

IBM Confidential


1 Summary of ECM Solution The IBM ICT proposition will provide infrastructure able to deliver the aspirations of the Council’s joined up, end to end services across multiple channels. Furthermore, it will also be an enabler to the numerous business transformation initiatives outlined in the other volumes of this proposal.

A key enabler to this ICT vision is the implementation of an Information Management strategy and the tooling to provide personalised access to information and council resources, integrated information across directorates and a consistent approach to managing Council information.

In delivering this strategy and supporting toolset, the Councils will benefit by:

The ability to control and manage the proliferation of multiple forms of content and information.

Ensuring delivery of the right information to the right person at the right time in a format appropriate to that individual.

Improving the speed at which information can be located by customers – employees, citizens, members, partners and business, allowing them to make decisions and conduct tasks more efficiently.

Compliance with standards such as – Freedom of Information act, Data Protection Act and Security standards (BS7799 and ISO 15489).

Enabling mobility through the reduction and eventual replacement of paper-based assets.

The ICT solution proposed in this document provides the foundation infrastructure to begin the delivery of an Information Management strategy, aligned to the Somerset County Council and Taunton Deane Borough Council strategy documents published in December 2005.

Integrating the foundation infrastructure with existing systems and new systems via follow-on projects, the above benefits can be realised through the business transformation initiatives such as the Modernisation and Efficiency programme and Customer Access programme.

Immediate benefits will be realised through the implementation of Email Management, Portal based Document Management and Enterprise Search.

Through the use of well established IBM Enterprise Content Management products and project assets harvested from previous engagements, IBM will deliver the solution efficiently to an agreed plan.


IBM Confidential


2 Scope of ECM Project Whilst both Taunton Deane Borough Council (TDBC) and Somerset County Council (SCC) have published Information Management strategies, through recent meetings it was noted that both are yet to implement these effectively, and are looking to the chosen ISiS Partner to support them.

Whilst aspirations are clearly demonstrated in these strategies and they are well-aligned with the overall Council’s objectives, without an effective implementation these objectives will be hampered by the existing information estate, where:

Limited resources exist to manage the ever growing masses of physical records.

Extensive duplication of both electronic and paper information exists in many forms and versions within silos associated to individuals, directorates and systems.

A Culture exists that relies upon the diligence of individuals to locate, secure and ensure the accuracy and currency of information.

No single process for publishing exists and information governance and policy is the responsibility of each directorate, rather than a consistent centralised policy.

As with any organisation, the Councils face many challenges in the management of their content; volumes of content increase on a daily basis, compliance and protection from litigation, enforcing records management policy, handling new multimedia formats, culture change from paper-based to electronic documents, supporting mobile information workers.

Clearly, the current situation is unsustainable and does not provide the level of support required for the transformation the Councils wish to make.

It is the belief of IBM that an Enterprise Content Management toolset and initiating the implementation of the Information Management (IM) strategy is pivotal to the success of the Councils planned transformation, resulting in this proposed major stream of work to bring that information and content under control.

2.1 Functional Scope

The primary objective of the project is to deliver the foundation ICT infrastructure in support of a fully fledged Enterprise Content Management platform and IM strategy with the following capabilities.

Content Creation – The ability to standardise the publish process and ensure a consistent, secure contribute, approve, publish and retain process based upon directorate policies and regulations.

Content Storage – Provide an enterprise scale electronic document and content storage environment that will reduce duplication and provide timely, accurate delivery of content to all required channels whilst remaining sympathetic to existing content stores (e.g. existing eDRM, CRM and ERP systems).

Content Discovery – Deliver an enterprise, federated search system that will facilitate knowledge management and ensure the right information can be


IBM Confidential



IBM Confidential

located at the right time. This will also provide integration points for all required consumption channels and ensure content is delivered to the right person in the right format.

By utilising individual elements of the IBM ECM product portfolio the intent is to adopt a phased approach which will deliver a pragmatic start and grow as requirements for ECM are established and emerge.

Sec

uri

ty

Inte

gra

tio

n

Data

CDC

Presentation

MembersEmployees

CitizensBusiness

AgenciesVoluntary

SCC/TDBCSCC/TDBCSCC/TDBCPartnersPartnersPartnersCustomersCustomersCustomers

Portal

ApplicationSingle View

of theCitizen

WorkflowSharedDiary

CustomerIdentification

ISiSData Hub

Business Process Services

CustomerServices

CitizenServices

LOBApps

EII

AppsData

AppsServices

Data Integration

ECMServices

BusinessIntell.

Services

ISiSDW

Op

erat

ion

s

EnterpriseApps

Content

ECM

Figure 1: ECM in the context of the overall IT Architecture.

Not only does this platform provide EDRMS capabilities, it also compliments the Service Oriented Architecture (SOA) approach to delivering a flexible ICT infrastructure.

The Common Information Services component, represented in the above diagram as EII (Enterprise Information Integration), delivers a single common information access and programming model to ease the development of custom services accessing multiple content and data stores.

The ECM project plans to deliver the following functional components



IBM Confidential

Portal

Common Information Services + Enterprise Search

Email Mgmt

Repository Services

ContentStore

ECM Project Scope

CRM

WCM

FSA(Filesystem Archiver)

DM(Document Manager)

RM(Records Manager)

Other HummingbirdMS

Exchange

Figure 2: Conceptual Architecture

Common Information Services – an integration platform to expose content, both structured and unstructured, in a uniform fashion. Initial integration will be with the existing Hummingbird Document Management system in use by the Environment directorate. The project plan also caters for 2 further integrations, but these will be determined during the initial requirements confirmation phase.

Through this approach, all new content creation, storage and discovery can be handled by the new ECM infrastructure, whilst “legacy” content can be searched and accessed via the integration platform – delaying any immediate effort required to migrate existing Hummingbird content.

Enterprise Search – provide a comprehensive search capability to discover and unlock content across the organisation held within Windows and UNIX file systems, email, newsgroups, web sites and any content sources exposed by the common information services platform.

Enterprise Content Store – a proven scalable content store which can be completely centralised or distributed with centralised management. The latter deployment model improves disaster recover, ensures content is close to its point of use and reduces bandwidth requirements whilst still that risk and compliance policies are enforced.

It also contains workflow capability to automatically route and track content through business processes according to predefined rules.

Note: Whilst workflow capability will be delivered as part of this project, no workflow will be defined. It is envisaged that future projects will utilise this, or requirements will be established during the initial requirements confirmation exercise and the project plan and costs revised accordingly.

Document Management – to address the replacement of the existing Hummingbird Document Management platform, the IBM ECM Document Manager will be provided. It delivers rules based document life-cycle management, desktop integration (e.g. MS Office), compound document support,


process management and automated notifications. Its precise use will be determined by the initial phase of the project.

Records Management – building upon the capabilities of the content store and document management components, the records management component adds records declaration and classification, life-cycle management, metadata management, search and retrieval, auditing and reporting. As with the document management requirements, the precise requirements for utilising records management will be determined during the initial phase of the project.

Pilot Email Management – Establish the use of the email archiving capability for a limited set of users to determine how effective it will be within the ISiS environment. This will deliver the ability to automatically archive emails, possibly to a secondary storage tier, based upon policies that may be set enterprise wide, or by directorate.

Portal based collaboration – by linking this project to the ISiS Partnership Portal project, the ECM capabilities can be extended and surfaced through the Portal infrastructure to provide an enterprise strength collaboration environment. The Content Store component is supplied with portlets to access its functionality.

Pilot Windows Desktop Integration for File Archiving – Provide the ability for users to commit content to the content store seamlessly via their File Explorer, whilst leaving a link to that document.

Limited Scan & Capture capability – the content store is provided with integration capability with numerous commercial scan & capture solutions (e.g. Kofax). However, it is envisaged that one of the councils current scanning solutions will be utilised, and the output stored in the enterprise content store for reference from the other operational systems, e.g. CRM, Swift, etc. The content linking from these applications is not within the scope of this project.

Future expansion – taking a pragmatic approach and delivering the above fundamental features, the general services of the content repository can be utilised and extended to provide a SAP-certified integration and video streaming capabilities through further elements of the IBM ECM portfolio, all integrated to provide a comprehensive suite.

An over-arching security model – all the above functional elements will be integrated and ensure a consistent security model aligning with the Councils’ requirements and the solution offered by the ICT security proposal.

In providing this foundation ECM platform and the subsequent projects that can utilise it, IBM believes it can meet each of the relevant ‘Service Outcomes’ highlighted in the ‘ISiS ICT Output Specification’.

Service Continuity – the physical design of the solution will ensure availability within agreed SLA’s and realistic for a baseline volume of transactions against the system. Utilising the ECM platforms classification capability, content can be targeted at only users with the appropriate privileges, ensuring security and privacy.

Improved Customer Access – this proposal for an ECM is in direct response to the output requirement, ‘Ongoing development of records, information and knowledge management systems’ and is an enabler for establishing an electronic service delivery channel. Use of the ECM to streamline the publication process and create a ‘single version of the truth’


IBM Confidential


will ensure timely, accurate delivery of content to the appropriate delivery channels.

Delivering Business Efficiencies – Through delivering an enterprise-wide content management platform and lifecycle processes to handle all unstructured content, we will be addressing the business problems associated with information retrieval and use, whilst managing the ever increasing volumes of content.

Support for Flexible Working – by combining the ECM platform with a Portal framework, it will be possible to deliver document and records management capabilities to remote workers.

2.2 Specially Written Software

The project plan has accommodated 2 bespoke integration components (termed connectors), to establish and expose content from existing systems, e.g. Northgate CRM, Anite Swift, Trent HR or Cedar E5. Exactly which systems will be prioritised will be determined during the initial requirements confirmation exercise. The plan and costs will then be revised accordingly.

The estimates provided in the project plan are based upon generic search and retrieval capabilities.

2.3 Data Retention

Utilising the Records Management capabilities of the platform, retention and disposal policies can be enforced upon all content managed by the Enterprise Content Store.

As part of the initial requirements confirmation and planning phase, content within the organisation that require records management to be applied will be identified and policies established.

2.4 Data Migration

Somerset County Council have expressed the wish to phase out the existing Hummingbird Document Management platform and replace it with a fully fledged EDRMS platform, such as that proposed here.

However, to minimise the impact and effort required in migrating content from Hummingbird to the new platform, IBM propose utilising the Common Information Services component described above.

In taking this approach, existing content can be searched and retrieved from the Hummingbird content store. When content is required to be modified, it will be submitted back to the new content store. This allows a gradual, user based migration of content. At an agreed ‘low watermark’, the remaining content can be cut-over and scheduled as a separate project.

Internet and Intranet content will not be migrated to the new ECM platform. Instead the Web Content Management platform will be integrated to reference content within the ECM. The Enterprise Search component will integrate with both the Internet and Intranet sites to ensure maximum search index coverage.


IBM Confidential


3 Previous Experience IBM have deployed the software components described in this proposal on many ECM engagements. Presented here are pertinent examples of deployments.

REDACTED SECTION (41) THIRD PARTY INFORMATION PROVIDED IN CONFIDENCE


IBM Confidential


4 Approach and Methods

4.1 Approach and techniques

The ECM project approach will be based upon the IBM Software Services’ ECM practice engagement model which prescribes a set of phases to ensure successfully delivery.

Figure 3: ECM Project Engagement Model

The diagram above represents a high-level model of how the project team will engage and the high-level activities. The project will be led by IBM and utilise ISiS ICT staff and consult ISiS business staff.

An initial stage, ‘Requirements assessment, planning and design’, will test any assumptions made during the production of this document, confirm and detail business requirements, perform a technical assessment to ensure any design outlined in this document is still valid.

For the project described here a proof of concept will not be developed. However future projects may require this.

The initial stage will also produce the solution architecture definition and deployment and test plans.

In parallel with these activities, installation and baseline configuration will take place.

Once complete, any development work will be conducted and an initial Pilot user group confirmed.

Upon successful pilot, the platform will then be deployed for general use.

On going health checks will be performed periodically and the established ECM team can perform roadshows within the directorates to investigate other opportunities for use.


IBM Confidential


4.2 Plans for the Delivery of the Project

The ECM project will be initiated shortly after contract sign date. The primary deliverables of the project, namely the ECM infrastructure, Email Management and FSA pilot would be completed in 4½ months, with a combined effort from both IBM and Council staff of 366 man-days. During the initial stage, any directorate specific projects that wish to make use of the infrastructure will be planned and delivered as a follow-on project.

The ability to surface the ECM functionality through the Employee Portal will be developed during this period, but will not become available for general use until the Employee Portal project has been completed.

The high-level plan for the project is shown below.

Infrastructure Delivery

Portal Based Access to CM

Hummingbird Replacement

Windows Desktop Pilot

Email Mgmt Pilot

Follow-on ProjectsFollow-on ProjectsFollow-on ProjectsFollow-on Projects

4months

6+months

Win D/top Roll-out

Email Mgmt Roll-out

Figure 4: High-level ECM Project Plan

On this basis, the project will be delivered iteratively with first phase delivering the items above and subsequent phases delivering follow-on projects. The first phase comprises the following stages:

4.2.1 Stage 1: Requirements assessment, planning and design

An IBM ECM consultant will engage with both the ISiS ICT stakeholders and identified ISiS Business stakeholders to confirm business requirements.

In parallel, a Solution Architect will perform a technical assessment of existing ECM platforms to establish either compatibility or opportunity for replacement.

The result of these 2 activities will be a solution architecture definition and business requirements definition.

The project manager will begin their planning exercise which will incorporate the communications plan.


IBM Confidential


4.2.2 Stage 2: Installation and Configuration

As the solution architecture emerges, work can begin on the installation and configuration of the hardware and software.

A baseline configuration will be installed based upon the information gathered during the previous stage.

During this stage the ECM consultant will develop the classification scheme (Taxonomy).

4.2.3 Stage 3: Customization and Development

The taxonomy will be implemented and development of any integration will be conducted, e.g. Portal exposure, CRM, ERP integration.

4.2.4 Stage 4: Operational Procedures, Test and Deployment

BAU processes will be defined and a formal governance structure identified.

Testing will be conducted on any new components, such as the connectors integrating any new content stores.

The solution will be deployed to its target environment and an initial pilot group of users identified.

4.2.5 Stage 5: Pilot user group training

Training material will be written and tailored for the ISiS audience. Whilst the pilot group training will be for all pilot users involved, future training will be on a “Train the Trainer” basis for each directorate, whereby a directorate will nominate an ECM advocate and they will become the trainer and point-of-contact for that directorate.

4.2.6 Stage 6: Pilot, Establish ECM Centre of Excellence

The pilot will be conducted, ensuring any feedback is noted and necessary change requests raised against the system. Any ‘showstoppers’ will be dealt with, whilst lower prioritised issues/changes will be processed by the ECM team as BAU.

At this stage the ECM team will begin preparing for Business as usual, populating any roles within the governance structure that have not been filled by the existing team already.

4.2.7 Stage 7: Production Rollout

Testing and piloting will have established that the platform will scale to allow all corporate users access and that the technical infrastructure is sufficient.

Therefore, this stage is primarily about communicating the existence of the platform and establishing its general use. A communications plan will have been established during Phase 1, and this is the final execution of that.


IBM Confidential


4.2.8 Stage 8: Phase Closure

A review of the phase will be conducted with all stakeholders and team, ensuring continued improvement of the project and delivery of the ECM platform as it evolves during the follow-on phases.

4.2.9 Stage 9: Follow-on Phase planning, Periodic Health check

Where additional significant requirements have been identified during the initial stage, these will now be planned and resources allocated. By taking this approach it reduces the risk introduced by scope creep to delivering the infrastructure and initial capabilities outlined in this document.

Periodically, the ECM consultant will return to the team and conduct a review of activities and use of the ECM platform to ensure best practice is being followed and the platform remains at an optimum level of performance.

4.3 Strategic Partner’s Responsibilities

IBM will plan and lead all activities with involvement throughout by Council Business and ICT staff.

To reduce risk on the project, it is proposed that the initial major technical activities will be carried out by IBM staff experienced with the ECM products being used. Council ICT staff will be introduced to the team at the testing stage and then transition to business as usual, providing support and, with the assistance of the IBM staff, enhancements to the platform.

4.4 Council’s Responsibilities

Council Business and ICT staff will be involved in the early stages of the project to confirm technical and business requirements and assist in identifying existing ECM components, such as EIBS’ EasySite WCM, that may be reused in the overall ECM architecture.

As development of the platform progresses, Council ICT staff will be involved in the testing and pilot support to ensure a level of skill and knowledge transfer is occurring. The result of which should be a combined ECM Centre of Excellence team.

Council Business staff will be required during the training and pilot phase, IBM suggest a possible 5 staff members will be required full-time during the training, they will then be expected to utilise the platform during day-to-day tasks and attend a 1hr feedback session each day during the pilot. This may be reduced depending upon how successful the pilot is progressing.

Finally, members of both the Council Business and ICT teams will be expected to attend the phase closure meeting to feedback on the activities of the phase and the follow-on project planning.


IBM Confidential


5 Cultural Change Delivering a step-change in terms of processes and IT systems in any organisation requires careful consideration. Influencing users and providing incentives to change habits and deliver the level of trust in a new IT system is a considerable undertaking.

More specifically, moving users away from their local storage, such as c: drive and their Outlook personal folders may require a combination of system-based enforcement, training, directorate/department champions and general roadshows to encourage use and promote trust in the ECM platform.

Supporting Change Activity Description

Roadshows Presentations and demo’s to potential project stakeholders within the directorates and departments to encourage usage and identify potential follow-on projects.

Training For each follow-on project conduct training specifically for the project. Attendees will be limited with the objective of ‘Train the trainer’.

Directorate/Dept Champions During training, individual council business staff will be identified and placed in the role of ECM Champion. They will be responsible for escalating issues to the ECM CoE management team and act as liaison, providing feedback to the ECM team and ensuring take-up within their department or directorate.

System-based Enforcement Through the use of Windows User Policies it would be possible to stop users from accessing and saving information to their u: drive and similarly from using their Outlook personal folders.

Table 1: Supporting Change Activities

Whilst the latter may be too contentious with users, it may be more pragmatic to reduce the quota currently allowed in Outlook to encourage users to move mail and attachments in to the central store. Additionally, the use of the email archiving capability will enforce regular automated housekeeping of Outlook mailboxes.


IBM Confidential


6 Link to Wider Transformation

6.1 Wider Transformation

The ECM project is the enabling foundation to delivering a consistent and coherent view of content across the organisation. As an early project within the ISiS partnership it will allow information to be drawn together across directorates and provide the capabilities required by the business transformation work streams.

It is a key enabler to the Customer Access work stream, ensuring a single version of content exists and can be published to the appropriate access channels, such as the World Class CRM platform and Portal initiatives within this work stream.

The use of Enterprise Search and integration with the Portal platforms will improve customer services and enable increased self-service through the access and control of quality information.

In support of the Shared Service Centre initiative, the Content Store provides a repository to store information such as HR documents. Used in conjunction with Portal technology these can be accessed by all HR staff, regardless of location. Integrating the solution with scanning technology, existing paper-based HR records can be scanned and linked with the electronic HR records.

A similar integrated scanning service could also be introduced for invoices as part of the Shared Finance function, improving procurement to pay processes.

By providing a single consistent workflow for publishing content, improved efficiency in content creation and publication will be achieved. The learning curve for publishing will also be reduced. Through the introduction of Enterprise Search, time spent by council staff locating content will be reduced. The combination of these benefits will improve the overall efficiency of council staff.

6.2 ISIS 7 Objectives

ISiS objective Contributions Outcomes

1. To improve access to and the delivery of customer facing services.

Single version of content

Single publish process for all content

Potential for any content, any access channel

Accurate, timely content Efficient publishing

process Reduced learning curve Content accessible by

larger audience

2. To modernise, reduce the cost of and improve corporate, transactional and support services.

Reduced content duplication

Report publication and distribution channels

Single method for programming access to content

Slow down in storage growth, leading to cost avoidance

Increased transparency in council affairs

Reduced development cycles for content-based applications

3. To help modernise and transform the overall workings of the County

Introduce content mgmt across both councils

Compliance with FoI act.


IBM Confidential



IBM Confidential

ISiS objective Contributions Outcomes

Council and the Borough Council.

4. To invest in world class technologies to improve productivity.

Scalable, full-fledged EDRMS platform

Portal integration Access via single API

to content enterprise wide

World class ECM platform

Ability to expose content from any integrated content source

5. To create an excellent working environment and a more sustainable employment for council staff in the future.

Capability accelerator. Core staff with superior skills and competencies.

6. To generate economic investment by attracting a partner willing to invest in Somerset.

N/A N/A

7. To promoting sustainability and ethical business practices

N/A N/A

Table 2: Links to ISiS stated objectives

In the longer term, as the ECM platform is extended for use in all directorates the objective will be to obtain the following successes, as outlined in the SCC Information Management Strategy.

Complete Data Protection Subject Access Requests within 40 days

Respond to Data Protection Notices within 21 days

Maintain up to date Registration under Data Protection Act with the Information Commissioner

Complete individual Freedom of Information Requests (FOIRs) within 20 working days

Respond to Freedom of Information notices within 20 days

Maintain and publish an up to date Publication Scheme under Freedom of Information act.


7 Benefits The implementation of an Information Management strategy and use of an enterprise scale content management platform will result in the following benefits:

Improved service quality through consistent use and accuracy of information and delivery to multiple customer access channels.

Compliance with legal requirements and Government standards, providing clear accountability, ownership and disposal policy through records management.

Improved informed decision making through the use of accurate timely information that is easier to locate.

Reduced storage costs, both physical and electronic, through the removal of duplicate information and the migration to electronic documents and records management.

Support Multi-agency working through the ability to share information in a secure manner.

Reduced risk to losing information and knowledge and subsequent cost of replacing it or ensuing legal action.

Clearly communicated governance and information strategy providing direction and policy across ISiS.

Understanding existing information and content, how it is used and who uses it. In doing so, identifying who should be using and controlling who can use it.

7.1 Critical Success Factors

Success of the project will be measured upon the achieving the CSFs below. Exact measurements will be agreed with the Councils during the first stage of the project and compared with existing benchmarks; both within the Councils and those of IBM to ensure KPIs are realistic.

Success Factor

1 Pilot User Groups sign-off Records Manager and Documents Manager as fit-for-purpose replacements to Hummingbird DM.

2 Pilot User Groups accept DM functionality as presented through the Employee Portal.

3 High user satisfaction with DB2 Document Manager as replacement to Hummingbird.

4 Employee Portal access to Content Manager being utilised and deemed a satisfactory replacement to document management capabilities of Microsoft Sharepoint for TDBC users.

5 Enterprise Search utilised and click-through rates for 1st results page deemed satisfactory. Users report improved search results and reduced time to locate information.

6 Email Management Pilot proves capabilities of Common Store for Exchange and Production Roll-out agreed and planned.

Table 3: Critical Success Factors.


IBM Confidential


In the longer term, as the ECM platform is extended for use in all directorates the objective will be to meet the following targets, as outlined in the SCC Information Management Strategy.

Complete Data Protection Subject Access Requests within 40 days.

Respond to Data Protection Notices within 21 days.

Maintain up to date Registration under Data Protection Act with the Information Commissioner.

Complete individual Freedom of Information Requests (FOIRs) within 20 working days.

Respond to Freedom of Information notices within 20 days.

Maintain and publish an up to date Publication Scheme under Freedom of Information act.


IBM Confidential


8 Products and Infrastructure

8.1 Third Party Software

Whilst the majority of databases used within the Councils are based upon the Microsoft SQL Server platform, there were also instances of IBM DB2, but these were being phased out and where possible replaced by either SQL Server or Oracle.

Bearing this in mind, the selected Database software to support the project will be Oracle, as this is deemed more scalable.

8.2 Strategic Partner Software

The project deliverables will be based upon the IBM ECM product portfolio, with the following products utilised.

IBM Part Number

Product Name Description

D54T9LL IBM DB2 Commonstore for Exchange

CommonStore provides automated policy-driven and user-driven archive capabilities and easy retrieval from the standard Outlook client. Once archiving policies are defined and implemented, major problem areas created by the rapid growth of the messaging systems can be tackled – Performance issues, increasing storage requirements, operational difficulties, compliance, and regulatory e-mail record-keeping issues.

D54TNLL IBM DB2 Content Manager Enterprise Edition

DB2 Content Manager provides a single, open foundation supported across multiple platforms and business solutions that enables the creation, management, and distribution of all forms of content – records, images, documents, reports, e-statements, audio, video, and Web content. Supporting needs that range from workgroups to high volume business processes, DB2 Content Manager delivers a flexible platform that solves today's business challenges and can be extended to meet future needs.

D55NYLL IBM WebSphere Information Integrator Content Edition

WebSphere Information Integrator Content Edition (WIICE) makes multiple disparate repositories look and act as a single unified repository, and provides a complete platform for deploying applications and workflows spanning multiple content sources.

D56RULL IBM WebSphere Information Integrator Content Edition Connector

WIICE Connectors allow WIICE to integrate with other vendors platforms, such as Hummingbird.


IBM Confidential



IBM Confidential

IBM Part Number

Product Name Description

D5720LL IBM WebSphere Information Integrator OmniFind Edition

WebSphere Information Integrator OmniFind Edition (WIIOE) provides enterprise search middleware for powering intranets, extranets, and corporate public web sites.

D54U2LL IBM WebSphere Information Integrator OmniFind Edition Connector

WIIOE Connectors allow WIIOE to be connected to external sources; in this case it will be connected to WIICE to gain access to content from other systems.

D54T1LL IBM DB2 Records Manager DB2 Records Manager, in conjunction with DB2 Content Manager, and related content management products that deliver sophisticated electronic recordkeeping capability across multiple business solutions, including e-mail document management.

D54QPLL IBM DB2 Document Manager DB2 Document Manager manages the various states and transitions that occur throughout the life of a document, from creation to final disposition.

File System Archiver FSA is an integration component, providing desktop archiving functions through the Windows File Explorer. Files can be archived directly to DB2 Content Manager, with later access still provided via File Explorer.

Oracle Database Server Oracle Database is used to store configuration, user preferences and metadata related to content stored in DB2 Content Manager.

Table 4: IBM ECM Software Listing.

8.3 Specially Written Software

The project will also rely upon an asset utilised in previous engagements by IBM Software Services.

File System Archiver (FSA)

The FSA is a component that integrates seamlessly with Windows File Explorer, allowing users to archive selected content on their local drives. Whilst the actual files are transferred to the Enterprise Content Store, a link will remain on the users file system to allow them to access the content at any time as they would normally do when accessing the content locally.

8.4 Technical Infrastructure

All servers will be IBM x3550’s; 2 x Dual Core Intel Xeon CPUs, 4Gb RAM, Local Storage to be determined, SAN storage capacity will be determined during initial project stage. Each will be running Microsoft Windows Server 2003.



IBM Confidential

Local Area Network

Router / Load Balancer

CIS Server(PrdECMCIS01)

CIS Server(PrdECMCIS02)

Cold Standby

Production Staging Dev

Document Manager / Records Manager Clients

CM Server(PrdECMCM01)

CM Server(PrdECMCM02)

DB Server(PrdECMDB01)

CSX Server(PrdECMCSX01)

CSX Server(PrdECMCSX02)

DB Server(PrdECMDB02)

CIS Server(StgECMCIS01)

CIS Server(DevECMCIS01)

CM Server(StgECMCM01)

CM Server(DevECMCM01)

DB Server(StgECMDB01)

DB Server(DevECMDB02)

Figure 5: ECM Deploy Diagram

Server S/W Components

PrdECMCIS01 Common Information Services Primary Server

WebSphere Information Integrator Content Edition

WebSphere Information Integrator OmniFind Edition

File System Archiver (server component)

PrdECMCIS02 Common Information Services Secondary Server

WebSphere Information Integrator Content Edition

WebSphere Information Integrator OmniFind Edition

File System Archiver (server component)

PrdECMCM01 Content Manager – primary server

PrdECMCM02 Content Manager – secondary server

PrdECMCSX01 CommonStore for Exchange – primary server

PrdECMCSX02 CommonStore for Exchange – secondary server

PrdECMDB01 Oracle DB – primary server

PrdECMDB02 Oracle DB – secondary server

StgECMCIS01 As PrdCIS01


IBM Confidential


Server S/W Components

StgECMCM01 As PrdCM01 + PrdCSX01

StgECMDB01 As PrdDB01

DevECMCIS01 As PrdCIS01

DevECMCM01 As PrdCM01 + PrdCSX01

DevECMDB01 As PrdDB01

Table 5: Server Descriptions

Enterprise Content Management Project (Final) REDACTED

Documents

Transcript of Enterprise Content Management Project (Final) REDACTED